researchportal.port.ac.uk · ABSTRACT There has been a gradual increase in the number of public sector organisations implementing quality management as a strategy to improve performance,

Jennifer Nguseer Lawal

This thesis is submitted in partial fulfilment of the requirements for the

award of the degree of Doctor of Philosophy of the University of Portsmouth

Department of Operations and Systems management

Faculty of Business and Law

January 2020

The development of a Quality Management

implementation model for the Nigerian Space

Industry

ABSTRACT

There has been a gradual increase in the number of public sector organisations implementing

quality management as a strategy to improve performance, improve the quality of public

products and services and satisfy the needs of customers. Even though literature in the field

relates the success of many public sector organisations in the implementation of quality

management, it additionally alludes to the reality that there are barriers to the implementation

of quality management. These barriers to quality management implementation are not just from

internal factors in the organisation such as a lack of management commitment, but also from

external factors such as political interference.

The aim of this research is to determine the perceived factors necessary for successful Quality

Management implementation in Nigerian public sector organisations within the space industry.

This aim also includes examining the perceived barriers to Quality Management

implementation activities in these organisations.

This study uses both quantitative and qualitative methods to achieve the objectives of the

research. A questionnaire was designed to determine the perceived factors of Quality

Management implementation and to assess the level of implementation as perceived by the

employees of these organisations. Semi-structured interviews were also conducted with

employees across different management levels to gain an in-depth understanding of enablers

to quality management implementation as well as the barriers affecting the implementation

process.

The results of data analysis indicate that the level of quality management implementation as

perceived by employees in both case organisations, is medium. Further analysis shows that

there are variations in opinion regarding the level of implementation across the different

management levels in both organisations.

Additionally, the study reveals that the major internal organisational barriers affecting quality

management implementation are a lack of top management commitment, a lack of training

programmes relating to quality management and lack of quality measurement. The study also

reveals that there are external barriers preventing the implementation process which are a lack

of facilities, a lack of infrastructure and lack of funds.

ii

The findings of this study make a significant and an original contribution to the academic and

practical knowledge of quality management. It is the first exploratory study to have assessed

quality management implementation in Nigerian public sector organisations in the space

industry. Other than presenting some recommendations for these organisations, the research

offers directions for further research in this area.

iii

ACKNOWLEDGEMENT

Doctoral research can be lonely and tiring but having wonderful people around makes the

experience bearable. I am using this opportunity to acknowledge these wonderful people who

supported and encouraged me through this journey

I am first grateful to the Almighty God, Jehova-ezer (the Lord my helper), for giving me the

strength to persevere and never give up. I cannot thank Him enough for surrounding me with

helpers who were there for me along the journey. I thank Him for granting me wisdom,

knowledge and understand needed in completing this research.

I would like to thank my supervisors who guided and supported me throughout this journey. I

thank them for their patience, encouragement and inspiration without which I would not have

completed this research.

I am grateful to Dr Debbie Reed, who was initially my third supervisor but became my first

supervisor. She has seen this study from the first year and has been there for me. She

challenged, encouraged me, listened to my problems and offered advice. Thank you for the

probing questions, challenging me to think and provide justification for my research decisions.

I am grateful to Dr Barbara Savage who was initially my first supervisor. Thank you for having

confidence in me from the onset. She supported me in laying the foundation for my research.

I am also grateful to Mr. Chris Milner, my second supervisor. I thank you for all your advice.

His insight was useful in developing my research design.

Special thanks to my husband - Akeem. Thank you for all the sacrifices you have made to make

this dream a reality. Thank you for believing in me. I would not have done this without you.

You are one in a million.

To my wonderful children, Ayoola and Omotola, thank you for been a source of joy for me

especially during the depressing times along this journey.

I am grateful for the immeasurable support of my parents, Mr. Daniel and Mrs Margaret

Gwebe. Thank you for your moral support and spiritual advice. I am also grateful to the rest of

my family, Jesse, Japhet, Larry and Josephine. Your phone calls asking about me, my research

and my kids showed you cared.

To my sincere friend Marta Albert, I appreciate her for her support. She was there from the

start, always ready to help. Thank you so much my friend.

iv

Finally, I would like to appreciate everyone who assisted me during the data collection period

of this research. I am grateful to both organisations that agreed to be part of this research, thank

you to all staff of these organisations who completed and returned the questionnaires and to

everyone who participated in the interviews.

v

DECLARATION

Whilst registered as a candidate for the above degree, I have not been registered for any other

research award. The results and conclusions embodied in this thesis are the work of the named

candidate and have not been submitted for any other academic award.

Jennifer Nguseer Lawal

Word Count: 74,581

vi

Table of Contents

Abstract i

Acknowledgement iii

Declaration v

Table of contents vi

List of Appendices xiii

List of Tables xiv

List of Figures xvii

List of Abbreviations xviii

Chapter 1: Introduction

1.1 Overview 1

1.2 Background of the study 3

1.3 Research Context 4

1.3.1 Nigeria 4

1.3.2 The Nigerian Public Sector 5

1.3.3 The Nigerian Public Sector Space Industry 7

1.4 Factors affecting the performance of Nigerian Public Sector

Organisations

8

1.5 Justification of the Study 10

1.6 Research Aim 11

1.6.1 Research Objectives and Questions 11

1.7 Significance of Study 12

1.8 Thesis Outline 13

Chapter 2: Literature Review 15

2.0 Overview 15

2.1 Definition of Quality 15

2.2 History of the Quality Concept 16

2.3 Quality Management 18

2.4 Quality Management Implementation 20

2.4.1 Principles 20

2.4.2 Techniques 21

2.4.3 Tools 21

2.5 Approaches to Quality implementation in Public sector organisations 22

vii

2.5.1 The Guru Approach 22

2.5.1.1 W. Edwards Deming 22

2.5.1.2 Joseph M. Juran 24

2.5.1.3 Philip Crosby 25

2.5.2 The Business Excellence or Prize approach 26

2.5.3 The Japanese Approach 27

2.5.4 The Certification Approach 28

2.5.5 The Exemplary Organisation Approach 29

2.6 Quality management implementation in Nigeria 31

2.7 Quality Management in Nigerian Public sector 33

2.8 Success factors for Quality Management Implementation 39

2.9 Barriers of Quality Management implementation 49

Chapter 3: Methodology

3.1 Overview 62

3.2 Research Design 62

3.2.1 Research Philosophy 63

3.2.1.1 Ontology 63

3.2.1.2 Epistemology 63

3.2.1.3 Methodology 63

3.2.1.4 Positivism 64

3.2.1.5 Interpretivism 64

3.2.1.6 Critical realism 64

3.2.1.7 Postmodernism 64

3.2.1.8 Pragmatism 64

3.2.1.9 Rationale for choice of Research Philosophy 65

3.2.2 Research Approach 66

3.2.2.1 Rationale for choice of Research Approach 66

3.2.3 Research Choice 67

3.2.3.1 Rationale for using Mixed -method Research Choice 70

3.2.4 Research Strategy 71

3.2.5.1 Rationale for the choice of Research Strategy 72

3.2.5 Time Horizon 75

3.2.6 Data Collection 76

viii

3.2.6.1 Questionnaire 76

3.2.6.2 Interviews 77

3.2.6.3 Rationale for use of Data collection methods 78

3.2.7 Data Analysis 80

3.2.7.1 Analysis of Quantitative Data 80

3.2.7.2 Analysis of Qualitative Data 81

3.2.7.2.1 Transcribing the Semi-Structured Interview Data 81

3.2.7.2.2 Template Analysis of Qualitative Data 81

3.2.7.3 Cross-Case Analysis 82

3.2.7.4 Rationale for Data analysis methods 83

3.2.8 Research Evaluation 84

3.2.8.1 Reliability 85

3.2.8.2 Validity 86

3.2.8.3 Pilot Studies 87

3.2.8.4 Triangulation 88

3.2.8.5 Reflexivity 88

3.2.8.5.1 Standpoint as a Researcher 89

3.2.8.5.2 Reflexions at the beginning of the Study 90

3.2.8.5.3 Reflexions during the Study 90

3.2.9.5.4 Reflexions on Completion of the Study 91

3.3 Ethical Consideration 91

3.3.1 Seeking Informed Consent 91

3.3.2 Protection of participants 92

3.3.3 Ensuring Confidentiality and Anonymity 92

3.4 Chapter Summary 92

Chapter 4: Data Analysis and Discussion: SD organisation

4.0 Overview 94

4.1 Organisational Context 94

4.1.1 Questionnaire analysis 94

4.1.2 Sample Characteristics 95

4.1.3 Results regarding Quality Management techniques implemented

in SD

97

4.1.4 Factor Analysis 98

ix

4.1.5 Analysis of the perceived level of implementation of QM

factors in SD

111

4.1.6 Analysis of QM factors across management levels in SD 114

4.1.7 Results regarding external barriers hindering the implementation

QM in SD

119

4.1.8 Results regarding internal barriers hindering QM implementation

in SD

120

4.1.9 Quantitative Analysis Summary 122

4.2 Qualitative analysis of interviews 122

4.2.1 Characteristics of participants in the interviews in SD 123

4.2.2 Analysis of interview themes 123

4.2.2.1 Organisation type 123

4.2.2.2 Job role 124

4.2.2.3 Quality concept 124

4.2.2.4 Reasons for QM implementation 124

4.2.2.5 Ways quality management has been implementation 125

4.2.2.6 Enablers of quality management implementation in

SD

126

4.2.2.7 Barriers (external) preventing QM implementation 127

4.2.2.8 Barriers (internal) to QM implementation 127

4.2.3.9 Benefits of implementation of QM 129

4.2.3.10 Employees’ suggestions on possible improvements 130

4.2.3 Interview Analysis Summary 130

4.3 Discussion of quantitative and qualitative analysis 131

4.3.1 First objective: to determine the QM approaches applied by SD

for quality improvement

132

4.3.2 Second and third objectives: to determine the QM factors for

quality improvement in SD and the perceived level of implementation

of the QM factors by employees

133

4.3.3 Fourth objective: determine the barriers to QM implementation

in SD

135


Chapter 5: Data Analysis and Discussion: NR Organisation

x

5.0 Overview 137




5.1.3 Results regarding Quality Management techniques

implemented in SD

140

5.1.4 Factor Analysis 141

5.1.5 Analysis of the perceived level of implementation of QM

factors in SD

150

5.1.6 Analysis of QM factors across management levels in SD 153

5.1.7 Results regarding external barriers hindering the implementation

QM in SD

157


in SD

159



5.2.1 Characteristics of participants in the interviews in SD 161

5.2.2 Analysis of interview themes 161


5.2.2.2 Job role 162





SD

164






5.3 Discussion of quantitative and qualitative analysis 167

5.3.1 First objective: to determine the QM approaches applied by SD

for quality improvement

168

xi

5.3.2 Second and third objectives: to determine the QM factors for

quality improvement in SD and the perceived level of

implementation of the QM factors by employees

169

5.3.3 Fourth objective: determine the barriers to QM implementation

in SD

170


Chapter 6: Cross case data analysis

6.0 Overview 172




6.1.3 Cross case analysis of QM techniques implemented within case

organisations for quality improvement

176

6.1.4 Cross case analysis of the CSFs of QM implementation in each

case organisation

177

6.1.4.1 Factor Analysis 177

6.1.5 Cross case analysis of the perceived level of implementation of

Critical success factors

191

6.1.6 Cross case analysis of external barriers hindering the

implementation QM in SD and NR

194

6.1.7 Cross case analysis of internal barriers hindering QM

implementation in SD and NR

195



6.2.1 Characteristics of participants in the interviews in SD and NR 198

6.2.2 Cross case analysis of interview themes 199


6.2.2.2 Job role 199





SD and NR

203

xii






6.3 Discussion of cross case quantitative and qualitative analysis 206

6.3.1 First objective: to determine definition of quality and

determine the QM technique implemented by each case organisations

for quality improvement.

207

6.3.2 Second objective: to determine the CSFs and the level of

implementation based on the perception of employees in both case

organisations

208

6.3.3 Third objective: determine the barriers to success factors of QM

implementation in SD and NR.

212

6.3.4 Fourth objective: determine the internal barriers to success

factors of QM implementation in SD and NR.

214

6.4 Proposed Quality Management Implementation Model 215


Chapter 7: Conclusion, Contributions and Recommendations 221

7.0 Overview 221

7.1 Research Process Summary 221

7.2 Research Contributions 222

7.3 Limitations of the study 223

7.4 Direction for future studies 224

7.5 Recommendations for Nigerian PSOs in the space industry 225

7.5.1 Recommendations for SD 226

7.5.2 Recommendations for NR 227

7.5.1 Recommendations for both organisations 228


References 230

Appendices 277

xiii

LIST OF APPENDICES

APPENDIX 1: Selected Components of the Kaizen Toolkit 277

APPENDIX 2: QM implementation in various sectors in Nigeria 278

APPENDIX 3: Critical Success Factors of Quality Management Implementation 280

APPENDIX 4: Barriers to QM implementation in public sector organisations 282

APPENDIX 5: Invitation letter for Questionnaires 284

APPENDIX 6: Invitation letter for interviews 285

APPENDIX 7: Questionnaire 286

APPENDIX 8: Interview questions 291

APPENDIX 9: Consent form Questionnaire 292

APPENDIX 10: Consent form interviews 293

APPENDIX 11: Cumulative Percentage of Variance and Kaiser’s rule tables from

SPSS

295

APPENDIX 12: Coding Template 302

APPENDIX 13: Form UPR16 304

APPENDIX 14: Ethics Committee Approval 307

xiv

LIST OF TABLES

Table 2.1: Criteria for literature review to identify studies of QM implementation in

Nigeria

32

Table 2.2: Criteria for literature review to identify factors for QM implementation 41

Table 2.3: QM implementation success factors from literature 42

Table 2.4 Criteria for identifying barriers to QM implementation 53

Table 2.5 Barriers to QM implementation in public sector organisations 54

Table 2.6. Internal and External Barriers to QM implementation in the public sector 55

Table 4.1: Demographic information of respondents from SD 96

Table 4.2: Quality Management techniques implemented for quality improvement in

SD as perceived by respondents

97

Table 4.3: KMO/Bartlett’s test of sphericity1 101

Table 4.4 Cumulative Percentage of Variance and Kaiser’s rule (Eigenvalue > 1) 1 102

Table 4.5: Guidelines for Identifying Significant Factor Loadings Based on Sample

Size

104

Table 4.6: Pattern matrix of showing seven factors 105

Table 4.7: KMO and Bartlett’s test of Sphericity 2 106

Table 4.8: Cumulative Percentage of Variance and Kaiser’s rule (Eigenvalue > 1)2 107

Table 4.9: Pattern matrix showing three factors 108

Table 4.10: Cronbach’s alpha result 108

Table 4.11: Summary and explanation of QM implementation factors in SD as seen

in Table 4.9

111

Table 4.12: Summary of the range of scales 112

Table 4.13: Description of perception scale for level of QM implementation 113

Table 4.14: Perceived level of implementation of QM in SD 113

Table 4.15: Perceived level of implementation of QM factors by senior management

in SD

115

Table 4.16: Perceived level of implementation of QM factors by middle management

in SD

116

Table 4.17: Perceived level of implementation of QM factors by lower management

in SD

117

Table 4.18: Perceived level of implementation of QM factors by non-management in

SD

118

xv

Table 4.19: External barriers to QM implementation in SD 120

Table 4.20: Internal Barriers to QM implementation in SD 121

Table 4.21: Interview participants and their identifiers in SD 133

Table 5.1: Demographic information of respondents from NR 139


NR as perceived by respondents

141

Table 5.3: KMO/Bartlett’s test of sphericity 1 142


Table 5.5 Pattern matrix of showing nine factors 144



Table 5.8 Pattern matrix showing three factors 147


Table 5.10: Summary and explanation of QM implementation factors in NR seen on

Table 5.8

150

Table 5.11: Summary of the range of scales 151

Table 5.12 Description of perception scale for level of QM implementation 152

Table 5.13: Perceived level of implementation of QM factors in NR 152

Table 5.14: Perceived level of implementation of QM factors by senior management

in NR

153

Table 5.15: Perceived level of implementation of QM factors by middle management

in NR

154

Table 5.16: Perceived level of implementation of QM factors by lower management

in NR

155

Table 5.17 Perceived level of implementation of QM factors by non-management in

NR

156

Table 5.18: External barriers of QM implementation in NR 158

Table 5.19: Internal Barriers to QM implementation in NR 159

Table 5.20: Interview participants and their identifiers in NR 161

Table 6.1: Demographic information of all respondents in this study 175


both organisations as perceived by respondents

176

Table 6.3: KMO/Bartlett’s test of sphericity 1 178

xvi

Table 6.4 Cumulative Percentage of Variance and Kaiser’s rule (Eigenvalue > 1)1 179

Table 6.5 Pattern matrix of showing eight factors 180


Table 6.7 Cumulative Percentage of Variance and Kaiser’s rule (Eigenvalue > 1) 182

Table 6.8: Pattern matrix of showing seven factors 183


Table 6.10: Summary and explanation of QM factors in both case study organisations

seen in Table 6.8

189

Table 6.11: Cross case analysis of perceived level of implementation of CSFs in SD

and NR

192

Table 6.12: Cross case analysis of External Barriers to QM implementation in SD

and NR

194

Table 6.13: Cross case analysis of Internal Barriers to QM implementation in SD and

NR

196

Table 6.15: Interview demographic information of participants in SD and NR 199

xvii

LIST OF FIGURES

Figure 1.1 Outline of thesis 14

Figure 2.1 Pareto chart of Critical success factors of QM 43

Figure 3.1. The Research Onion 62

Figure 3.2: The convergent parallel mixed method research design 71

Figure 3.3 Non-probability Sampling Techniques 75

Fig. 4.1. A Six step Factor Analysis Protocol 99

Figure 4.2: Scree plot 1 103

Figure 4.3 Scree plot 2 107





Figure 6.3 Quality Improvement (QI) Model 217

Figure 6.4 Quality Improvement (QI) Model with factors and barriers 219

xviii

LIST OF ABBREVIATIONS

QM – Quality Management

PSO- Public Sector Organisation

PSOs- Public Sector Organisations

SON- Standards Organisation of Nigeria

ISO- International Standards Organisation

BSI- British Standards Institute

NAFDAC- National Agency for Food, Administration and Control

FDA- Food and Drugs Agency

EFQM- European Foundation of Quality Management

OECD- Organisation for Economic Co-operation for Development

1

CHAPTER 1

INTRODUCTION

1.1 Overview

This chapter starts with a discussion of the background to the research, highlighting the

research gaps which were discovered when reviewing other studies, this is followed by a

description of the research aim and objectives, research questions, justification and the

significance of the study. Furthermore, this chapter gives the structure of the study.

1.2 Background of the study

The public sector of every country is relevant to her national development. The public sector

plays an important role in every society as it responsible for aiding the qualitative development

of society, ensuring economic and social balance, and providing the necessities of life to

citizens. The public sector has the responsibility of providing high-quality and well-functioning

systems through the effective management and use of public funds (Obasa, 2015, p.1). The

government uses its ministries, departments and agencies to set up policies and projects that

helps facilitate development and economic progress of the country (Imhonopi & Urim, 2013,

p.79).

Finding a common definition of the public sector is difficult because a single definition may

not fit all contexts, as different countries have different understanding of what constitutes their

public sector. The definition given by the Organisation for Economic Co-operation for

Development (OECD) has been adopted to define the public sector as it relates to this study:

According to the OECD, “the public sector comprises the general government sector plus all

public corporations including the central bank”. The government sector basically covers two

entities: all departments, offices and other bodies which furnish, but normally do not sell to the

community, those common services, other than higher education, which cannot otherwise be

conveniently and economically provided, as well as those that administer the state and the

economic and social policy of the community;

• Non-Profit Institutions (NPI’s) - controlled and mainly financed by government, …this sector

should include all bodies, departments and establishments of government – central, state or

provincial, district or county, municipal, town or village – that engage in a wide range of

activities, such as: administration; defence and regulation of public order; health, education,

2

cultural, recreational, and other social services; promotion of economic growth and welfare;

and technological development. The legislature, the executive, departments, establishments

and other bodies of government should be included, irrespective of their treatment in

government accounts. Government-administered social security funds are also included”

(OECD 2002, p.63).

The structure of the public sector differs by country, however, the public sector in most

countries usually includes the military, the police, healthcare, education, roads and public

transportation (Obasa, 2015, p.2).

Luoma-aho (2008, p. 446) described public sector organisations (PSOs) as organisations

consisting of core regulatory part of government (civil service organisations) and others that

work underneath their administration. The sector also consists of agencies, and entities that

implement government policies, programmes and provide public goods and services to its

citizens. These organisations’ sources of funds are from taxes, fees, charges and direct

budgetary allocations from the government. These organisations can include ministries,

departments, agencies, enterprises, corporations and statutory bodies (Dube & Danescu 2011,

p.3; Scott 1996, p.1).

At the centre of public sector is the civil service, which in most countries includes government

ministries, departments, and other branches of government that are essential parts of the core

government structure. They are directly accountable to the federal government authority (Dube

& Danescu 2011, p. 4; Kauzya 2005, p. 179; Burnham & Pyper 2008, p. 20). At the federal

level of government, these organisation report to the federal executive or legislature; at the

state level, they report to the State executive or legislature. In Nigeria, examples include the

Ministry of Science and Technology and the Ministry of Education and Ministry of Health.

Outside the civil service, is the public service which consists of Agencies and Enterprises.

Agencies consist of organisations that are a division of the government and deliver public

programs, goods, or services, however they exist as distinct organisations in their own right —

potentially as legitimate entities— and function with an amount of operational independence.

They are mostly, but not always, supervised by a board of directors, commission, or other

appointed body (Dube & Danescu, 2011, p. 4). Examples of agencies in Nigeria include the

National Space Research and Development Agency, Nigerian Independent National Electoral

Commission (INEC), Independent Corrupt practices and related offences Commission (ICPC),

Code of Conduct Bureau and National Population Commission. Enterprises on the other hand,

3

are organisations that provide public goods and/or services, they function independently of

government and most times have their own sources of income in addition to government

funding. They may also compete in private markets and may make profits. However, in most

cases the government is the major shareholder, and these enterprises partially follow the

regulations that govern the core government (Dube & Danescu, 2011, p. 4). All the profit and

financial gain of the public enterprise flows back to the subsector of the government that owns

it. Examples include Nigeria Postal Service, Nigeria Communication Satellite Limited

(NigComSat) and Galaxy Backbone Ltd who are supervised by the Nigerian Ministry of

Communications and Digital Economy

Globally, PSOs are confronted with unique challenges stimulated by factors like government

policies, budgetary burdens, an increasing demand for transparency and financial

accountability for public funds, advances in information technology together with changing

public expectations of the public sector requiring new approaches and solutions (Wynen,

Verhost & Demuzere, 2015, p.122). PSOs are therefore on the lookout for new processes,

techniques and technologies to increase process efficiency, reduce costs, improve quality of

public goods and services and encourage greater accountability (Wynen, Verhost & Demuzere,

2015, p.122). By implementing best practices in various management practices, private sector

organisations have achieved an increase in the quality of goods and services and driven down

costs by increasing efficiency and processing capacity. Presently, PSOs are under pressure to

deliver the same successes as private organisations (Alford & Greve, 2017, p.4). Considerable

evidence can also be found in literature supporting the hypothesis that an efficient use of

management approaches is critical to an efficient public sector (Stringham, 2004, p. 187;

Mbecke, 2014, p. 38;). Among the management approaches implemented to improve the

quality of products and services is Quality Management with a wide variety of approaches

which organisations can choose from to implement (Matei & Lazar, 2011, p.66)

1.3 Research Context

This section provides the reader with the research context concerning the country in which this

study was conducted. This section has been divided into three parts, the first part is a brief

review of Nigeria, comprising the population, national culture, and some information on

Nigeria’s current economic development. The second part of this looks at the nature of the

Nigerian public sector and the third part presents a historical overview of the Nigerian space

industry.

4

1.3.1 Nigeria

With an estimated population of 250 million, Nigeria is considered to be the most populous

country in Africa (Britannica.com). Nigeria is a multilingual and multicultural country with

over five hundred ethnic groups, of which the three largest are Hausa, Igbo and Yoruba.

Although the official language is English, there are over six hundred distinct ethnic languages

spoken in Nigeria (AnswersAfrica.com).

Nigeria is a federal republic with three tiers of government: Federal (central) government, State

government (36 states and a federal capital, Abuja) and Local government authorities (774

LGAs). The states own and manage their resources and equally take charge of all remaining

matters that affect the state, while the federal government takes charge of a few exclusive

matters of national interest such as: defence, foreign policy, currency regulations. The core

functions of local government include; primary and adult education; public health; town

planning; roads and transport; agricultural and national resource development and waste

disposal (Sanusi, Tabi’u & Mohamed, 2013, p.153). The funds raised by taxes are collected by

all levels of government, with local government being responsible for collecting licence fees

for haulage, trade and motor vehicles. All revenue collected is pooled in the federal account

which is in turn split across the three tiers of government. (Commonwealth Local Government

Forum (CLGF), 2018). The organisations used in this study are controlled by the Nigerian

federal government.

Nigeria’s economy is one of the largest in Africa, with a GDP greater than $400 billion (World

Bank.org). This growth is mainly driven by the oil and gas sector with contribution from other

sectors such as financial services, telecommunications and entertainment. The Nigeria

economic system is a mixed economic system, which is a system where the private and public

sectors work in parallel to each other (Bogolib, 2013, p.126). Usually in this type of system,

the public sector is responsible to provide transport, communication, defence, currency

management, utilities like telephone, water, gas and electricity, while all the other industries

are in the ownership of private sector (Shaikh, 2012).

The next sub-section discusses the definition of public sector and the structure of the public

sector in Nigeria and where the organisations used in this research fall within this structure.

5

1.3.2 The Nigerian Public Sector

According to Junaidu & Aminu, (2015, p. 62), the Nigerian Public sector encompasses the

Civil Service (Ministerial departments), Statutory Corporations or Parastatals, Judiciary,

Legislature, Educational Institutions (financially or principally owned by government at the

State, Local and Federal levels), Nigeria Police or Armed Forces and other organisations in

which the Federal or state governments owns controlling share or interest

Krukru (2015, p. 5) uses three broad concepts to classify Nigerian PSOs in line with their

operational objectives. They include; the public utility type, the commercial enterprise type,

and the hybrid type. The public utility companies are strictly of a social service nature whose

primary objective is to satisfy the public and not to make profit whereas the commercial

enterprises are incorporated with a profit motive. The hybrid organisation combines the

characteristics of commercial and public utility organization by offering affordable goods and

services to the public while at the same time striving to remain self-reliant. This classification

is necessary as it can be used in assessing the performance of a PSO based on its primary

objective.

Orluwene, (2001, p. 265) gives four forms in which PSOs can be classified in Nigeria. They

are; Departmental Undertaking, Statutory Corporation, Government Companies and Public

Contractors.

i. Departmental Undertaking- this form of organisation is primarily used for provision of

essential services such as transportation, postal services, water and broadcasting. Such

organisations function under the overall control of a ministry of the government and are

financed and controlled in the same way as any other government department. This form

is considered suitable for activities where the government desires to have control over

them in view of the public interest Examples include Nigerian Postal Services (Nipost)

and Nigeria Television Authority (NTA)

ii. Statutory Corporation (or public corporation) refers to a corporate body created by the

legislature by an act which defines its powers, functions and pattern of management. A

statutory corporation is also known as a public corporation. Its capital is wholly provided

by the government. Examples include Nigerian Agricultural Insurance Corporation

(NAIC), Nigeria Deposit Insurance Corporation (NDIC), and Nigerian National

Petroleum Corporation (NNPC)

6

iii. Government Company refers to the company in which 51 percent or more of the paid up

capital is held by the government. It is registered under the Companies Act and is fully

governed by the provisions of the Act. An example is the Nigeria Communications

Satellite Limited (NIGCOMSAT).

iv. Public contractors- in this form of organisation, the government enters into a contract with

a private company for the management of an enterprise. The contractor is paid to deliver

public programs, goods, or services. An example is Galaxy Backbone Ltd.

In this research context, the focus is on public organisations within the Nigerian space industry

which according to the classification by Orluwene, (2001, p. 265), one of the case studies, is a

government undertaking while the other is a government company which at the time of this

research is still wholly owned by the Nigerian government. From the next section, the review

will be centred on the Nigerian space industry.

1.3.3 The Nigerian Space Industry

Governments of different countries have gone beyond their traditional responsibility and now

engage in economic activities which are deemed instrumental to national development

(Meheret, 2014, p.333; Florio, 2014, p. 202). These governments all over the world have

become active in many spheres of economic activity by engaging in direct production and

distribution of a variety of goods and services. To accomplish this, one of the options is setting

up entities that undertake commercial activities. These entities are known by many names such

as public enterprises, government corporations, government business enterprises, government-

linked companies, parastatals, nationalised industries, public sector units or enterprises and

state-owned enterprises (Kauzya, 2005, p.4). The reason why such entities are created and the

extent to which such a role is assumed by the government varies depending on the political

economy or ideology of a state (Meheret, 2014, 334).

In the context of developing countries such as Nigeria, six reasons have been identified in

literature for setting up organisations in certain industries such as the space industry (Arowolo

& Ologunowa, 2012, p. 789; Kauzya, 2005, p. 6; Nwoye, 2011, p.2; Ozor, 2004, p. 111). The

first of which is development emphasis, in many developing countries, the resources available

to the private sector are not adequate for the provision of certain goods and services for

example, the investment required in the construction of a hydroelectricity-generating plant or

a water scheme for large urban centre is quite enormous and the returns on such investment

will take a very long time to realize. The second reason is political considerations. Political

7

considerations influence a government’s involvement in the provision of certain social and

economic services. In many African countries, development is closely associated with the

provision of social services; consequently, the performance of the government, in many of

these countries, is evaluated on the basis of its ability to provide different types of public

services in areas where such services do not exist. The third reason is accessibility,

governments intervene in the provision of public and merit goods such as basic nutrition or

health services in order for such goods and services to be accessible to all. The fourth reason

is consumer protection. This relates to the need to protect the consumer from private

monopolists who may produce and price goods and services at levels which are not socially

optimal. Governments, therefore, step in to provide such goods and services and subsidise their

consumption. The Fifth reason is that PSOs can also be used to foster industries that are

considered economically desirable and that would not otherwise be developed through private

investment. When these industries have potentially important spill-overs within or across

sectors, the state might decide to invest instead. Private companies might for example be

reluctant to invest in research especially when the protection of intellectual property is

considered weak, or if the gains from the research would be difficult to capitalise on. Public

sector research institutions might then yield long-term benefits for the economy. The Sixth

reason for governmental intervention is the consciousness of national security. The security of

the nation may be at stake if private investors handle and thus become acquainted with

information regarding vital defence equipment and strategic military locations and

installations.

Consequently, in 1999, with the approval of the Nigerian National Space Policy, the National

Space Research and Development Agency (NASRDA) was established whose mission

according to Boroffice (2008, p.40) is to “vigorously pursue the attainment of space

capabilities and the enhancement of quality of life of its people”.

After the establishment of NASRDA, a multi-institution strategy was adopted by the agency to

accomplish its mandate of pursuing the development and application of space focused science

and technology for the socio-economic benefits of the nation, as such six research centres and

two companies were established. The research centres are; Centre for Satellite Technology

Development, Centre for Remote sensing, Centre for Space Transport and Propulsion, Centre

for Geodesy and Geodynamics, Centre for Space Science and Technology Education and

Centre for Basic Space Science and Sstronomy. The two companies are the Nigeria

Communication Satellite (NigComSat) Limited and the GeoApps Plus Limited. NigComSat

8

Limited was established in 2006 to market products from the Nigerian communication satellites

while GeoApps Plus Limited was set up in 2007 to market products from the Nigerian earth

observation satellites (James, Halilu & Akinyede, 2014, p. 24).

In 2003 the country built and launched its first satellite, NigeriaSat-1, as part of a world disaster

monitoring and relief constellation. Since then, four satellites have launched which have helped

improve agricultural practices, collect climate data and help in the fight against insurgency in

the North-East part of the country (Giles, 2018).

The Nigeria space industry has made progressive steps in terms of science and technological

development in space exploration (Oyewole, 2019). However, public organisations in this

sector have faced challenges which have hindered them from unlocking the full potential of the

sector. These challenges are discussed in the next sub-section of this chapter.

1.4 Factors affecting the performance of public sector organisations

There have also been some arguments against the rational of establishing PSOs which carry

out functions such as those given by Kruku (2015, p.5) in section 1.3.2 above. These arguments

are based on evidence that the performance of some of these organisations have been seen to

be less efficient as compared to privately owned organisations. These organisations have been

criticized for lack of productivity, efficiency and transparency (Anyadike, 2013, p. 68). Their

operational performance has largely been seen as inefficient and far below the social and

economic objectives for which they were established (Ogohi, 2014, p. 25; Omisore, 2013, p.

18).

Many problems of PSOs’ performance can be traced to difficulties with goal clarity and

measurement (Economic Commission for Africa, 2014, p. 26), undue hands-on and politically

motivated ownership interference (Fan & Hope, 2016, p. 3) unclear lines of responsibility, a

lack of accountability and efficiency losses in the corporate operations (OECD, 2015, p. 12).

Official or unofficial exemptions from bankruptcy rules can further reduce performance

incentives (MacCarthaigh, 2011, p. 218). PSOs also tend to employ excess labour inputs as

they are exposed to pressure to hire management or employees according to politically-

motivated reasons, rather than qualification (Okeke, Onuorah, & Okonkwo, 2016, p.47). Also,

objectives pursued by PSOs are often not well defined and often change with different

administrations and change in policies (Ghosh & Whalley, 2008; Obasa, 2014, p. 234). All of

these have been attributed to the same factors affecting public organisations in other sectors,

such as; managerial inefficiency, government interference, bureaucracy, corruption, poor staff

9

relationship, lack of employee motivation, conflicting objectives, lack of training and

development, excessive control, nepotism. Of all the identified causal factors, management

related factors are generally considered predominant (Idam, 2014, p. 25; Obasa, 2014, p. 234).

The demands on efficiency and quality in PSOs within this industry has increased over the past

few years and public agencies have come under pressure and debate in terms of poor product

and service delivery with respect to the needs and rights of the citizens. (Egbunu, 2017; Esu

& Inyang, 2009, p.99). On the one hand, these organisations are faced with providing public

goods and services against a back-drop of smaller budgets and on the other hand however, this

opens up opportunities for the exploration of strategies that governments can adopt to better

the lives of their citizens (Egbunu, 2017). Strategies such as Quality Management (QM) which

has been described as a management concept that provides a set of hard and soft management

improvement techniques and tools to meet the challenges faced by public organisations (Frost-

Kumpf, 1994). QM is typically recognised as management paradigm for improving

performance and competitiveness (Okuntade, 2015, p.11, Irechukwu, 2010, p.211).

A fundamental question that has risen is centred on whether or not the Nigerian public sector

environment enables the implementation of QM. According to Ejumudo, (2009, p. 152), QM

is practicable in the Nigerian public sector, however, its reality requires “a comprehensive and

pragmatic non-political administrative restructuring, re-engineering and re-organization to

meet the changing demands of the sector, institutional support and sustained effort to transform

such reform initiatives (plans) into concrete reality as well as customer focus and orientation.

Additionally, there must be attitudinal change at the macro (governmental) and micro

(organizational) levels such that there will be genuine support for and commitment to the

realization of QM philosophy, policy, plan and practice in the public sector”

Studies show that QM implementation in Nigerian organisations is encouraging (Orumwense,

2014, p. 1; Ibidunni, Salau, Falola, Ayeni & Obunabor, 2017, p.296). Its application in the

Nigerian private sector organisations have been reported to improve customer satisfaction,

reduce cost, improve quality output and improve employee performance (Irechukwu, 2010,

p.211; Ezenyilimba, Ezejiofor & Afodigbueokwu, 2019, p.20; Ayandele & Akpan, 2015, p.72).

Quality management implementation in some Nigerian PSOs has also been reported to benefit

the organisations such as the study of QM implementation in a public hospital by Ozdal and

Oyebamiji (2018, p.5) who reported an improvement in health care service delivery and

improved employee performance. Ozdal & Oyebamiji (2018, p.5) identified nine factors as

10

important to the success of QM implementation in the hospital. These factors include;

leadership, continuous improvement, training and education, reward and recognition,

communication, customer satisfaction, team work, employee participation and employees’

satisfaction. Babatunde and Victor (2018, p.186) also reported improvement in the inter-

personal relationship between teachers in a secondary school in Ondo State, Nigeria. This was

achieved by adopting teamwork practices such as the involvement of teachers in developing

the school’s vision and mission and setting up school committees to enhance teamwork among

staff.

Despite top executives of organisations being aware of QM and some organisations benefitting

from QM implementation, some authors believe that the level of QM implementation is still

low in Nigeria to achieve the maximum benefits of its implementation (Alintah-Abel, Okolie,

Emoh &Agu, 2018, p.33; Jimoh, Oyewobi, Isa & Waziri, 2018, p.164; Akinola, Akinradewo,

Olatunji, 2012, p.225). This has been attributed to barriers which prevent organisations from

successfully implementing quality initiatives. Among the barriers for low implementation or

unsuccessful implementation, Okuntade (2015, p.9) mentioned lack of top management

support, lack of team/team building skills, lack of training of employees at all levels. Ajayi and

Osunsanmi (2018, p.1765) identified lack of available quality system documentation, lack of

understanding in the process requirement, high cost of implementation, lack of planning. And

inefficient infrastructure (Obasa, 2015, p.3)

Studies on QM including the factors for successful implementation and barriers hindering the

implementation reviewed in section 2.6 indicated that there is an absence of studies which

concentrate on the identification of the success factors critical to the implementation of QM in

Nigerian PSOs in the space industry. Therefore, this research investigates the perceived factors

to enable the implementation of QM initiatives in Nigerian PSOs within the space industry.

Furthermore, the study determines the barriers perceived to be hindering the implementing QM

initiatives in these organisations.

1.5 Justification of the study

In Nigeria, PSOs in certain sectors such as the space industry have been established to facilitate

social and economic development in a sector that was not considered expedient by private

sector investment by foreign and local investors (Arowolo & Ologunowa, 2012, p. 789;

Kauzya, 2005, p. 6; Nwoye, 2011; Ozor, 2004, p. 111). However, the public organisations

11

established to fill this vacuum have been faced with many challenges that has constrained their

ability to perform optimally (Okeke, Onuorah, & Okonkwo, 2016, p.46; Shebbs, 2015, p.48).

To overcome these challenges, many public managers have introduced initiatives which will

concentrate on accountability to customers, restructure bureaucratic processes, redefine

organisational missions, streamline agency processes, and decentralise decision making

(Denhardt & Denhardt, 2003, p. 13). Quality Management (TQM) is an initiative that falls

within this category (Maram, 2008, p. 200).

Studies have suggested both positive and negative impacts of implementing QM in public

sector organisations (Stringham, 2004, p. 187; Mbecke, 2014, p. 38; Moura, 2011; Fountain,

2001, p. 67; Moore, 2002, p. 300; Idam, 2014, p.27). However, most of these studies done in

Nigeria have been carried out in private sector organisations as discussed in section 2.6. A few

have been done in public sector organisations largely focusing on the health sector and the

education sector but no study has been carried out to investigate QM implementation in the

Nigerian space sector.

It is not only important to study how QM is applied in the Nigerian public sector, because QM

was originally developed in private sector organisations and PSOs are trying to apply

management techniques and tools developed in the private sector. There is a need for further

context specific studies to investigate the outcome of implementation of QM in the Nigerian

space sector. It is necessary to investigate and document the experiences of these organisations

who in the quest to deliver quality goods and service have faced a number of unique challenges.

The research is needed to highlight required enablers and key learning opportunities for

Nigerian PSOs in the space sector, to reform and improve their performance.

1.6 Aims and Objectives

The aim of this research was to determine the perceived factors necessary for successful QM

implementation in Nigerian PSOs within the space industry. This aim also includes examining

the perceived barriers to QM implementation activities in these organisations.

1.6.1 The research objectives and questions

The study has five objectives to explore the implementation of QM in the context of Nigerian

PSOs in the space industry. The research objectives were derived from the research gaps that

were identified in the existing literature on QM implementation. Specifically, the objectives of

this study are to:

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i. Identify the definition of quality by Nigerian PSOs in the space industry.

ii. Investigate the approaches adopted by Nigerian PSOs in the space industry in

implementing QM.

iii. Identify the key factors of QM which are perceived to enable these organisations in

implementing QM initiatives.

iv. Evaluate the perceived level of implementation of the QM factors within these

organisations.

v. Examine the perceived barriers hindering the successful implementation of QM

initiatives within these organisations

vi. Develop a model to facilitate QM implementation in public sector organisations in

the Nigerian space industry.

The research objectives were examined by discussing and answering the ensuing research

questions:

1. How is quality defined by Nigerian PSOs in the space industry?

2. What is the common approach/approaches utilised by Nigerian PSOs in the space

industry in implementing QM?

3. What are the QM factors necessary for successful QM implementation as perceived by

employees in these organisations?

4. What is the perceived level of implementation of QM factors?

5. What are the QM factors that should be considered at every management level of the

organisations in this study, to encourage QM implementation?

6. What are the barriers hindering the on-going implementation of QM initiatives in these

organisations?

1.7 Significance of the study

This work is significant as it adds to the existing literature on the QM concept by identifying

factors that enable its implementation in PSOs in the Nigerian space industry. This empirical

study looked to address the gap that exists in the literature. Additionally, this study is

anticipated to inspire additional studies on QM implementation in the public sector context and

QM studies in developing countries based on the limited studies of the available literature.

Academics will through this work, be able to comprehend how QM operates in developing

nations such as Nigeria, the contrasts between organisations within the same sector, differences

in opinion across management levels in the same organisation and factors that hinder QM

13

implementation in these organisations. Additionally, this study provides a model whereby QM

can be effectively implemented in Nigerian PSOs in the space industry. This would provide

opportunities for further investigation. This study also contributes to the enhancement of

organisational strategies via a comprehension of the QM concept. Furthermore, identifying the

enablers for QM is crucial to encourage PSOs to improve their performance and implement the

plans and policies of the Nigerian government.

Nigeria stands to benefit a lot from the efficient functioning of PSOs in the space industry as

space programs are believed to play a vital part in the economic development of a country. It

is accepted globally that developing technology drives growth and that the space economy is a

great area for technology development (Bigliardi & Galati, 2014, p.158).

1.8 Thesis Outline

This thesis is outlined into five parts comprising seven chapters in total; this is illustrated in

Figure 1.1.

Chapter 1: Introduction

This present section introduces the study, including the background, the justification of the

study, the research aims and objectives and research questions. This is followed by the

significance and the structure of the study.

Chapter 2: Literature review

In this chapter, the concept of QM is discussed, its evolution and approaches for

implementation. The chapter also discusses QM implementation in the public sector with a

focus on the Nigerian public sector. A review of QM implementation in Nigeria and the public

sector was carried out. Also, a review of key factors for QM implementation as well as the

barriers to successful QM implementation was done.

Chapter 3: Methodology

The research philosophy upon which the research was carried out is highlighted in this chapter

as well as the research methodology adopted for the study. A mixed method approach was

adopted for the research whereby quantitative and qualitative data were collected and analysed

concurrently. Reflexivity during the research, was also described in this chapter.

14

Chapter 4: Data Analysis and Discussion: Case Study 1

This chapter is divided into three parts; part one presents the process of quantitative data

analysis of the questionnaires and the results, part two describes the process for thematic data

analysis of the semi-structured interviews while part three discusses the findings for case study

one.

Chapter 5: Data Analysis and Discussion: Case Study 2

This chapter is also divided into three parts, presenting the quantitative and qualitative data

analysis and findings for case study 2.

Chapter 6: Cross case data analysis and discussion

In this chapter, a cross case analysis of the case organisations used in this study is carried out.

A model derived from the findings from the study for quality improvement is also discussed in

this chapter.

Chapter 7: Conclusion

The thesis concludes by providing a summary of the conclusions derived for each objective of

this research, the contribution of the study and recommendations for further studies are also

presented. See figure 1.1 below

Figure 1.1 Outline of thesis (by Author)

1• Introduction

2• Literature Review

3• Research Mathodology

4• Data Analysis and Discussion: Case Study 1

5• Data Analysis and Discussion: Case Study 2

6• Cross-case Analysis and Discussion

7• Conclusion

15

CHAPTER 2

LITERATURE REVIEW

2.0 Introduction

To fully understand the concept of Quality and its implementation, it is useful to start by

looking at the definition of quality, its history and how it has evolved over time in the field of

management science. This chapter considers the diverse definitions of quality, how the quality

concept has developed over time and the benefits of its implementation. The chapter also

discusses the different approaches to quality implementation, the implementation of quality

management as a philosophy in the Nigerian public sector, factors necessary for successful

implementation and concludes by discussing challenges of implementing quality management

in the public sector.

2.1 Definition of Quality

Quality is one of the most important aspects of an organisation as it can be associated with

many factors such as trust, reliability and dependability. A reputation for quality is an

invaluable asset for an organisation and it takes time to build it however it can be ruined easily

(Merih, 2016, p.2)

Quality can be defined in many ways due to its diverse understandings among academics,

people in business and the general public who are the end users of products and services

(Speegle, 2010, p. 12; Ebrahimi & Sadeghi, 2013, p. 5626). There are various definitions made

by several authors who define quality as;

‘A product or a service possess quality if it helps somebody and it enjoys sustainable market–

Deming (1994, p. 2)

‘Conformance to requirements’- Crosby (1979, p.15)

‘Fitness for use’- Juran (1995, p.15)

‘Quality is meeting customer requirements’- Oakland (1997, p.3)

‘Quality is a dynamic state associated with products, services, people and processes that meets

or exceeds expectations and helps produce superior value’ – Goetsch & Davies (2013, p.4)

Some organisations have also put forth their definition. Examples are

16

British Standards Institute (BS 4778- 1991) – “Quality is the totality of features and

characteristics that bear on the ability of product or service to satisfy a given need”

International Standard Organisation (ISO 9000: 2015)- “Quality is the totality of

characteristics of an entity that bear on its ability to satisfy stated or implied needs”.

American Society of Quality- “Quality can have two meanings: the characteristics of a product

or service that bear on its ability to satisfy stated or implied needs; and a product or service

free of deficiencies”.

The definition of quality is said to have evolved over the years, from “a product-based

definition which originated in the manufacturing sector to a customer-based definition which

integrates service within the service sector and the service element of manufactured products”

(Kelemen, 2003, p.24). The next section of this chapter therefore presents a history of

evolvement of quality.

2.2 History of the quality concept

The development of Quality is usually presented based on how it evolved in developed

countries where western literature describes the evolution of the quality concept from

inspection to total quality management, tracing its origin back to medieval Europe. For

example, Garvin (1988, p.3) divides the development of quality in the western world into four

eras while Knowles (2011, p.13) further divides the development of quality in the western

world into six eras; Craftsmanship era, Standardization, Mass production and Quality

assurance, Quality control era, Total Quality management era, Standards and Awards, and

Initiative era. However, this description is not valid for most developing countries, such as

Nigeria, because where organisations in developed countries have adopted a quality‐oriented

strategy, adoption of even basic quality control may be a struggle for many organisations in

some developing countries (Isaksson & Douglas, 2016, p.2; Mersha, 2000, p.119). This

however does not mean that the concept of quality is absent in developing countries but little

literature exists to this end.

According to western literature (Kolb & Hoover, 2012, p.7; Knowles, 2011, p.14), quality

development can be traced back to medieval Europe in the thirteenth century when craftsmen

organised into unions called guilds. The approach to quality in this era was inspection where

inspection marks served as proof of quality. This approach was dominant until an industrial

revolution arose in the United Kingdom in the early nineteenth century. Quality during the

17

standardization and inspection era was ensured through inspections where quality of work was

removed from the individual worker and placed on the quality department which employed the

inspector (Kolb & Hoover, 2012, p.7; Knowles, 2011, p.14). The work of Frederick Winslow

Taylor, an influential industrial engineer in the United States in the early twentieth century

legitimised the use of inspectors to ensure adequate quality of finished goods. His approach to

factory management, which he called scientific management, aimed to increase productivity

without increasing the number of skilled craftsmen. However, the poor performance of the

scientific management system which had led to the requirement for inspection of products for

defects after manufacture led to the Quality Control era which marked the inclusion of

‘processes’ in quality practices. This era continued into the mid-twentieth century when

William Edwards Deming, demonstrated that statistical controls could be used in clerical as

well as in industrial operations in the 1940 American census. Deming was able to apply his

statistical knowledge to the Japanese situation as the Japanese industrial system had had been

brutally ravaged by World War II. He taught them how to apply statistical methods and team

approach to quality improvement using the philosophy that charts, checklists, as well as an

uncompromising focus on the consumer were important factors to building a quality product.

The Japanese were able to turnaround the quality of their products, transforming Japan into a

market leader of every form of manufactured good (Kolb & Hoover, 2012, p.9). American

companies quickly learnt that Japanese companies focus was on companywide quality control,

taking their time to understand the manufacturing process at all management levels and

working hard to continually improve it. This approach enabled them to produce high quality

products at low prices. This move motivated American companies to commence their own

quality initiatives which led to a new phase of continuous quality improvement known as Total

Quality Management between the 1980s and 1990s.

According to Knowles (2011), the need for standardization of the quality principles was felt.

This brought about the development of quality standards such as the British Standards, BS5770

and the International Standards Organization, ISO 9000 Quality systems standards. These have

been joined by Quality or Excellence Awards which are recognitions of company approaches

and performance.

In the initiatives’ era, the quality concept has matured where new initiatives have advanced

beyond the foundations laid by Deming and the early Japanese experts of quality. Examples of

some quality initiatives developed in this era are; Six Sigma and Quality function deployment.

Knowles, (2011, p. 12) however, emphasises that the arrival of a new era does not mean that

18

the principles and practices championed by earlier eras faded away; on the contrary there are

many examples of craftsmanship or quality control still practiced today. Also, the beginning of

each era as presented in this chapter does not represent the first delivery of theories or

approaches, but highlights where they became mainstream and became prominent in the quality

domain.

2.3 Quality Management

Quality management has been defined by Leong, Zakuan, & Saman, (2012, p.689) as all “the

activities that ensure that products and services are of good quality have to be managed in

order to maintain consistency”. Quality Management (QM) centres around product and service

quality, as well as on the way to accomplish it, utilizing quality planning, assurance and control

of processes as well as products to accomplish consistent quality (Okolie, Obika & Nwuzor,

2018, p.1). Knowles, (2011, p.17) posits that the period of QM observed today has developed

as a review of traditional methods to management. Traditional organisations have been seen to

emphasize on management which is more concerned about creating order and constancy

through activities such as planning, budgeting, organising and controlling, while lacking

leadership. Knowles (2011, p.17) also believes that QM on the other hand is concerned with

producing change and movement by vision building, motivating, aligning people and

communicating. Traditional organisations, unlike organisations with a QM system in place,

have a short term focus, lack customer focus, believe that better quality costs more money, lack

systems thinking and underestimate the potential and contribution of employees across the

organisation.

A review of literature reveals that organisations in different countries in both private and public

sectors have recorded positive results from the implementation of QM within their

organisations (Ab Rahaman, Shokshok & Abd Wahab, 2011, p.623; Anthony, Rogers &

Cudney, 2019, p.617). Lakhe and Mohanty (1994, p.21) refer to these positive results as

tangible and intangible benefits where tangible benefits are results which have a direct financial

value such as increases in productivity, reductions in the cost of production, reduced waste,

increased profit and increased competitive advantage. While intangible benefits are items

which are problematic to quantify in only financial terms but are significant to organisational

competitiveness such as customer satisfaction, improved workforce satisfaction and

motivation, and improved environmental impact. Studies by various researchers have recorded

the positive impact of QM implementation in private sector organisations such as increased

19

customer satisfaction, improved work environment for employees, improved teamwork,

reduction in waste and improved employee satisfaction (Ab Rahman, Shokshok & Abd.

Wahab, 2011, p.623), more repeat customers, reduced rework, and better chances in winning

contracts in international markets (Polat, Damci & Tatar, 2011, p.1118) lower scrap, improved

product reliability, decreased time-to-market cycles and decreased customer service problems

(Ware, 2014, p.99). Žeželj, (2013, p.397) also noted that the introduction of a QM system in a

company leads to: a continuous and constant improvement, increased competitiveness,

increased efficiency and profitability, clear procedures, reduction of errors, reduction of

production time, better motivation, better communication and disclosure of information,

improvement of the image, safety and reliability of products and services, better management

of human resources, and most importantly, focus on customers.

Public sector organisations have also benefited from the implementation of QM. A study by

To, Lee, & Yu (2011, p.67) of QM implementation in public sector organisation, in China

showed that QM implementation is significantly associated with positive customer feedback

and behavioural response in terms of word of mouth. In other words, QM implementation can

improve the quality of public service delivery from the external and internal customer

perspectives. Schroeder-Printzen’s (2014, p. 16) study of QM implementation in healthcare

recorded benefits for both the customers of the hospital (which are the patients, health

insuraners, other hospitals and doctors in private practice) and the hospital itself. A review of

52 studies of QM within Higher Education Institutes (HEIs) by Papanthymou & Darra (2017,

p. 135) revealed that implementation of QM has been to a great advantage to organisations that

carried out implementation.

Despite the successes recorded on the benefits and gains of QM implementation, some studies

have recorded negative results from the implementation of quality improvement programmes

in their organisations (Fisher, Dauterive, & Barfield, 2001, p.985; Paul, Evans, & Matthews,

2005, p.23)

Considering different appraisals that have been carried out on QM implementation, resulting

in a mixture of positive and negative experiences, it is necessary to consider what are the key

requirements for QM implementation. Thus, the next section discusses what is recorded in

literature to be requirements for successful QM implementation in organisations.

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2.4 Quality Management Implementation.

Literature suggests that QM consists of a set of interdependent components which

organisations must develop in an integrated manner for successful implementation (Deming

1994, p.50; Hellsten & Klefsjö, 2000, p.238; Tarí, 2005, p.183), thus, the definition of quality

management by Flynn, Schroeder and Sakakibara (1994, p.342) describing quality

management as “an integrated approach to achieving and sustaining high quality output”.

According to literature, these components may be grouped into two or three dimensions.

Studies which group the components into two, either group them as soft and hard components

(Wilkinson, Redman, Snape, Marchington, 1998, p.50; Fotopoulos & Psomas, 2009, p.150;

Douglas & Douglas, 2015, p.5) or the technical system and the management system (non-

technical system) (Leong, Zakuan, & Saman, 2012, p.689). Studies which group the

components into three, categorise them as principles or values, techniques and tools (Hellsten

& Klefsjö, 2000, p.238; Tarí, (2005, p.183). This study will be based on the later components;

Principles, Techniques and Tools. This choice is because this classification provides a clear

distinction between QM principles, QM techniques and QM tools which is not the case with

other classifications. Many authors fail to distinguish between these components which in the

opinion of the researcher might create confusion. According to Hellsten and Klefsjö, (2000,

p.241), using terminologies based on principles, techniques and tools provides clarity and

simplifies the QM concept for organisations implementing QM initiatives.

The principles of QM are the foundation of the culture of the organisation, the techniques of

QM consist of a number of actions done in a certain order to achieve the principles while tools

of QM are seen as devices which sometimes have a statistical basis to support decision making

or facilitate analysis of data (Hellsten & Klefsjö, 2000, p.238; Tarí, (2005, p.183). The

techniques and tools of QM are sometimes used interchangeably in literature but Tarí, (2005,

p.183) distinguishes between the two as follows; “A single tool is a device with a clear function,

and is usually applied on its own, whereas a technique has a wider application and is

understood as a set of tools”. Techniques and tools are believed to be essential for the support

and development of the quality improvement process (Curry & Kadasah, 2002, p.208). These

QM components are discussed below;

2.4.1 Principles

The Principles of QM are also called other names by different authors such as values (Hellsten

& Klefsjö, 2000, p.240) or elements (Curry & Kadasah, 2002, p.208). The principles and

21

number of principles of QM differ among authors. However, a study of literature shows that a

number of principles are common among the different descriptions, namely; customer focus,

management commitment and leadership, employee engagement and continuous improvement.

The International Standards Organisation (ISO) recommends seven QM principles which

include: customer focus, leadership, engagement of people, process approach, improvement,

evidence-based decision making and relationship management (www.iso.org).

The second component of QM implementation is Technique and is discussed in the next section

2.4.2 Techniques

According to Fonseca, Lima & Silva (2015, p. 605), QM techniques are a set of tools and have

a wider application for example the technique; statistical process control can be applied using

histograms, process diagrams and control charts. Strategic policy deployment can be applied

using Plan-Do-Check-Act Cycle, benchmarking, X-matrix design and value stream mapping

(Ahmed, 2016, p.171; Jacobson, 2018)

2.4.3 Tools

Quality management tools have a clear function and are applied by themselves. There are many

of these QM tools identified in literature, however, the most recognised and used tools are those

said to have been developed by Ishikawa known as the seven basic Quality Tools (Neyestani,

2017b, p.2). They include; histogram, cause and effect diagram, check sheet, Pareto chart, flow

chart, control chart and scatter diagram (Magar & Shinde, 2014, p.364). Seven other

management tools were also developed by a team of Japanese scientist and engineers led by

Shigeru Mizuno in 1988. They include; relation diagram, affinity diagram, tree diagram, the

matrix diagram, the matrix data analysis, the process decision program chart and the arrow

activity network diagram (Fonseca, Lima &Silva, 2015, p. 605).

This study aimed to identify these components of QM, measure their perceived level of

implementation and develop a model incorporating these components to enable successful QM

implementation.

Although it is necessary to implement all three components in order to succeed, managers must

choose an approach suitable to the needs, objectives, functions and activities of the organisation

(Ahmed & Hassan, 2003, p.799). The next section of this chapter discusses the different

approaches organisations and managers adopt in order to implement QM in PSOs.

22

2.5 Approaches to Quality implementation in Public sector organisations

Organisations take different approaches to quality based on their requirements and also based

on the culture of the organisation. It is believed that there is no single approach to the

implementation of QM. As Ogbari & Borishade, (2015, p. 14) advise every organisation needs

to develop a programme that is suited to its own needs, considering a multitude of factors,

including product or service type, its stage of organisational development, the resources

available, the organisational culture, and its customer requirements. Approach in the context

of this study refers to the broad direction an organisation takes towards solving a problem based

on an ideology, philosophy, belief or theoretical stance (Hofler, 1983, p.71). Westcott, (2014,

p. 293) suggests four main approaches to QM implementation which are: The Guru Approach,

The Business Excellence or Prize Approach, The Japanese Approach and The Exemplary

Organisation approach. Another approach is The Certification Approach. In order to implement

QM, an organisation can decide to follow the ideology of a quality guru or an organisation can

aim to win a quality award such as the European Quality Award (EQA) and therefore adopted

the European Foundation for Quality Management (EFQM) Excellence Model, which is a non-

prescriptive framework. These approaches are not mutually exclusive as PSOs can decide to

combine two or more approaches. This section presents different approaches to quality

implementation. This section discusses these approaches for QM as suggested by Westcott

(2014, p. 293). Discussing these approaches for QM implementation is important as one of the

objectives of this research is to investigate which of these approach or approaches are been

implemented by Nigerian PSOs in the space industry.

2.5.1 The Guru approach

A guru is regarded as a person with knowledge or expertise (Merriam-Webster Dictionary). A

quality guru, therefore, is one who has developed a concept and approach in the area of business

quality improvement that has had a significant and enduring effect in improving the quality of

products and services (Neyestani, 2017, p.1). Many organisations have followed one or more

quality gurus on their quality journey. This subsection will present a short review of the

approaches of three significant quality gurus according to literature.

2.5.1.1 W. Edwards Deming:

Deming is often referred to as the ‘Father of Quality’ (Gorenflo & Moran, 2010, p.1) mostly

because his work is considered to be by far the most transformational. Three main contributions

to the area of quality are ascribed to Deming, two of which are; The Fourteen Points for

23

transformation of an organisation and the Seven Deadly Diseases of organisations which can

constrain the transformation that the fourteen points can bring about (Aole, 2013, p. 47). As

summarised by Metri (2006, p.37) “the 14 points are intended to produce strong management

commitment to quality, process design, and control through statistical tools, continuous search

for and correction of quality problems, and a purchasing policy that emphasizes quality rather

than cost. Further, these points are designed to encourage the removal of all barriers to

employee participation and teamwork. It stresses effective communication between supervisors

and employees, elimination of numerical goals and quotas for employees, and company-wide

training and education. It also addresses the importance of product design and quality

information systems”

Deming is also recognised for his quality cycle, the Plan-Do-Check-Act (PDCA) cycle which

Deming constantly referred to it as the Shewhart cycle according to his mentor in quality

control – Walter Shewhart (Pietrzak & Paliszkiewicz, 2015, p.154). The PDCA cycle is

primarily used as a framework for the quality improvement process. The PDCA cycle is meant

to be an integral part of process management and is designed to be used as a dynamic model

where the accomplishment of one turn of the cycle flows into the commencement of the next

cycle. (Pavletić, Soković & Paliska, 2008, p. 197).

Studies show that different applications of the PDCA cycle have been implemented with

positive results achieving the reduction of costs, as well as improving the quality of process

and products. A study by Realyvásquez-Vargas, Arredondo-Soto, Carrillo-Gutiérrez & Ravelo,

2018, p. 10) showed the implementation of the PDCA cycle in a manufacturing company

proved to be a useful method to decrease the number of defects of different process. In the

public sector the Belgian Public Federal Service for Budget and Management Control has

integrated the PDCA cycle into the internal control system within the organisation to help

reduce management gaps, develop the organisation based on feedback received on activities

and results and continually monitor the achievements of objectives to improve performance

(European Commission Discussion paper, 2014, p.4). Also, Antony, Rodgers & Cudney,

(2017, p.1408) investigated how PDCA cycle has been implemented as an improvement tool

in the public sector. Their study shows how the PDCA cycle was implemented along with other

quality improvement tools in the Israeli Traffic Police enforcement system to reduce the

number of road traffic deaths in Israel from almost 7 per 100,000 head of population in 2004

to 3.6 in 2013.

24

According to Hellsten & Klefsjö, (2000, p.238) Deming’s philosophy suggests that an

integrated approach is required to implement the quality management practices in order to

realise strategic quality objectives.

Another prominent quality guru is Joseph M. Juran,

2.5.1.2 Joseph M. Juran

Juran is believed to be an important contributor to the development of TQM, who viewed

quality as “fitness for use” or fitness for customer. Juran believed that the customer is the one

who defines quality and if an organisation wants to be successful, it must use the appropriate

indicators to determine the needs of customers. He believed that quality is directly associated

with the satisfaction of customers with the products or services (Neyestani, 2017a, p.9),

therefore, his philosophy concentrated on both interior and outside clients, accepting that

everybody was significant in the quality procedure beginning from the plan of the item through

to the last item (De Foe, 2010, p. 97)

Juran introduced the Quality Trilogy: Quality Planning, Quality Control and Quality

Management. According to Juran, these three basic quality-oriented processes are universal,

interrelated and carried out by an unvarying sequence of activities (Juran, 1986, p.2).

Quality planning involves developing the products and processes required to meet customer’s

needs. It includes establishing quality goals, identifying customers and determining customer

needs, developing product features that meet customers’ needs, developing processes that can

produce those products, establishing process controls, and transferring the plans to the

operating forces; Quality control implies the use of statistical control methods using QM

techniques and tools. And Quality improvement, means improvement should be continual,

whereby, quality performance is raised to unprecedented levels (breakthrough) (Juran, 1986,

p.3).

Juran also created ten requirements for supporting the idea of continuous quality improvement,

which are; awareness training in connection with quality improvement for all employees,

setting of clear attainable objectives in recognition of the need for improvement, reorganisation

of internal structures to meet these objectives, establishment of training programmes in

accordance with point three, creation of projects to tackle existing problems, monitoring and

recording of progress achieved in tackling identified problems, appreciation and recognition of

25

staff successes and achievements, wide promotion (internally and externally) of all quality-

related developmental success, statistical recording and analysis of improvements to inform

future implementation and further development and a quality focus with a continual and

upward momentum.

Juran’s principles have been applied successfully in different contexts including the public

sector, a case in point been the application of Juran’s trilogy to an education setting to improve

the quality of education and increase student satisfaction (Sok & Taib, 2012, p.51)

Philip Crosby is another prominent quality guru in literature.

2.5.1.4 Philip Crosby

Crosby is a well-known quality expert and inventor of the concept of ‘Zero Defects’, a quality

improvement process grounded on the belief that efficient quality management must be based

on a prevention-based system (Kehoe, 1997, p.10)

Every employee in the organisation needs to be completely clear as to what is required of them.

• Prevention is better than cure – through strong leadership; a disciplined workforce will

ideally anticipate problems before they arise.

• Zero defects means that any imperfection, whether in product or service, must be

eliminated.

• Quality has to be measured in order to reach a guaranteed standard of conformity of

products and consistency of service.

Crosby’s zero defects theory is been applied in both manufacturing and public service such as

in healthcare where it was implemented in medical record management resulting in an increase

in the accuracy of recovering medical records, increase in the accuracy of sorting discharge

records, increase in the accuracy of medical record information processing, increase in the

accuracy of binding discharge records and an increase in the accuracy of on-the-shelf medical

records (Tang, Lv, Dai, Liang & Lu, 2014, p.254).

The three gurus discussed in this section all focus on different aspects of QM. PSOs can choose

to adopt a particular guru’s approach based on their organisation’s needs. A PSO can choose

to adopt Deming’s approach if the organisation’s focus is on a statistical process approach, the

PSO can choose to adopt Juran’s approach if the organisation’s focus is on project management

or choose to adopt Crosby’s QM approach if the organisation’s focus is on company-wide

motivation (Dale, Bamford & Van der Wiele, 2016, p.45).

26

2.5.2 The Business Excellence or Prize approach

This approach makes use of self-assessment to implement QM, building on strengths in

addition to addressing weaknesses or areas for improvements. The concept of a Prize Approach

originated in Japan in 1951 when Japanese Union of Scientists and Engineers (JUSE) awarded

the Deming Prize, this concept spread to the USA with the Malcolm Baldrige National Quality

Award established in 1988 and to Europe with the European Quality Awards established in

1992. This concept has also spread to Africa, in Nigeria, this award is the Nigerian National

Quality Award (NiNQA), officially launched in April 2017 (https://son.gov.ng/nigerian-

quality-award).

According to Dahlgaard, Chen, Jang, Banegas and Dahlgaard-Park (2013, p.520), award

programmes are usually supported by national bodies for the widespread adaption of the

principles and methods of QM. The prizes awarded to organisations are usually based on an

award assessment in line with a set of examination criteria. With the Malcolm Baldrige

National Quality Award (MBNQA), the examination categories are: leadership, strategy,

customers, workforce, measurement, analysis, and knowledge management, operations and

results. (Baldrige Foundation, 2018; American Quality Society, 2018). The European Quality

Award (EQA) is based on the European Foundation for Quality Management (EFQM)

Excellence Model, which is a non-prescriptive framework based on nine criteria; Five of these

are ‘Enablers’ and four are ‘Results’. The enablers cover the process, structure and the means

of an organisation in other words, what an organisation does and how it does it. The ‘Results’

criteria cover the aspects of performance in a broad way, that is, what an organisation achieves.

‘Results’ are caused by ‘Enablers’ and ‘Enablers’ are improved using feedback from ‘Results

(Nabitz, Klazinga & Walburg, 2000, p.192). The enablers of QM implementation include

leadership, people, strategy and planning, partnership and resources and processes while the

results include people, customer, society and key performance results.

According to the Standards Organisation of Nigeria (SON), the criteria for the Nigerian

National Quality Award (NiNQA) award are based on a combination of the outcome of analysis

of factory samples, market samples, sector-based index analysis and quality management

process analysis using the following key performance indicators: Leadership intent towards

quality operating environment & best practice adoption, Training, Consumer Awareness and

Information & analysis (https://son.gov.ng/nigerian-quality-award).

https://son.gov.ng/nigerian-quality-award



27

In summary the Business excellence or Prize criteria approach consists of award models which

offer a common framework for evaluating QM practices in organisations, be it in the

manufacturing or service, private or public sector. Award models provide a framework for the

identification of components of QM to be implemented, contributing to the overall

implementation of QM and improvement in the performance of the organisation. Quality award

models also provide organisations with a means to self-assess using a set of international

standards to identify their strengths and weaknesses in the practice of QM. Although some

authors have reported the drawbacks of the scoring system which the prize approach uses,

emphasising that fixation with the scoring system is not in the interest of developing

improvement strategies (Conti, 1997, p.59; Dale, Zairi, Van der Wiele & Williams, 2000, p.8)

Other authors like Al-Majali & Almhirat, (2017, p. 595) believe that self-assessment is a

significant tool for continuous, systematic improvement in an organisation. The use of this

approach broadens the quality concept into a business concept which makes use of an

assessment approach rather than an audit approach in order to achieve excellence, building on

strengths in addition to addressing weaknesses or areas for improvement.

2.5.3 The Japanese Approach

The third approach identified by Wescott (2014, p.293) refers to working philosophies or

methods in Japan. It includes concepts and philosophies such as Theory Z and Kaizen.

Theory Z- this theory was developed by Willian Ouchi. Theory Z is a managing style that

focuses on a strong company philosophy, distinct corporate culture, long range staff

development and consensus decision making. The desire, under this theory, is to develop a

work force which has more loyalty towards staying with the company and be permanent in

their career. This theory presumes that workers tend to build a happy and intimate working

relationship with those that they work for and work with. Employees highly expect that they

will be supported by the company. They value a working environment in which such things as

family culture, tradition, and social institutions are regarded as equally important as work itself

(Aithal & Kumar, 2016, p.803)

Kaizen- Kaizen is a Japanese term for the concept of continuous improvement. 'Kai', which

means continuous and 'zen' which means improvement. Some translate 'Kai' to mean change

and 'zen' to mean good, or for the better (Palmer, 2001, p.55). As the name implies, Kaizen is

a Japanese philosophy that it relies on the idea that there is no end to making a process better.

When applied to the workplace, it means continual improvement that involves managers and

28

workers alike (Palmer, 2001, p.55). According to Ohno, Ohno & Uesu (2009, p.9). Kaizen is

an umbrella concept that includes a series of Japanese Management Systems, covering

production planning activities, human resource policies and practices, organisational and

leadership approaches. Kaizen is process-oriented, focusing on discipline, time management,

skill development, participation and involvement, morale and communication. According to

Zailani, Shaharudin, & Saw, (2015, p.188) the uniqueness of kaizen, is in its never-ending

improvement process and one that emphasises communication and trust between workers and

management towards productivity and quality improvements. Ohno et. al (2009, p. 3) compiled

a number of related components belonging to the kaizen toolkit which may be adopted for

quality improvements; 5S, Suggestion System, Quality Control Circles (QCC) or Quality

Circle (QC), Total Quality Control (TQC), Total Quality Management (TQM), Toyota

Production System (TPS), Just-In-Time (JIT) System, Kamban System. This study investigated

to determine if some of these components are implemented in Nigerian PSOs in the space

industry. A brief explanation of some of these kaizen components can will be found in

Appendix 1.

In summary the Japanese approach has been very successful in Japanese industry and many

aspects of it are being used very successfully in Western organisations. However, public sector

organisations in countries like Nigeria should be cautious and select specific approaches which

relate to their specific needs rather than try to impose a foreign culture which took many years

to evolve (Ogbari & Borishade, 2015, p. 14)

2.5.4 The Certification Approach

The idea of quality certification was created so as to have a uniform standard or benchmark

and furthermore a free evaluation or audit against the standard (Hellman & Yeng, 2013, p.111).

Certification is the provision by an independent body of written assurance (a certificate) that

the product, service or system in question meets specific requirements (International Standards

Organization (ISO), 2018). Certification is a useful tool to add credibility by demonstrating

that a product or service meets the expectations of your customers. For some industries,

certification is a legal or contractual requirement.

To obtain product, service or system certification, an independent organisation assesses or tests

a product against a standard or specification. Examples of organisations which provide this

function include the British Standards Institute (BSI) in the United Kingdom and the Standards

Organisation on Nigeria. There are also specialised organisations like the Food and Drugs

29

Administration (FDA) in the USA which certifies and controls food and drug products, which

are not only produced in the USA, but are manufactured abroad for consumption in the USA.

In Nigeria a similar function is supplied by the National Food and Drug Administration and

Control Agency (NAFDAC).

In system certification, an independent organisation assesses or audits the quality system in an

organisation against a standard or specification. The recognised standard for quality systems is

ISO 9000 family developed by the International Standards Organization (ISO). The ISO 9000

family addresses various aspects of quality management and contains some of ISO’s best

known standards. The standards provide guidance and tools for organisations who want to

ensure that their products and services consistently meet customer’s requirements, and that

quality is consistently improved. The ISO 9001:2015 sets out the criteria for a quality

management system and is the only standard in the family that can be certified to. This standard

is based on seven quality management principles. They include: Customer focus, Leadership,

People involvement, Process approach, Improvement, Evidence-based decision making and

Relationship management. These principles have been identified as a framework towards

improved performance of an organisation and are aimed at helping organisations achieve

sustained success.

The ISO 9001 is nationally recognised in Nigeria and widely used by public and private sector

organisations. The Standard Organisation of Nigeria (SON); a government body, carries out

third party ISO certifications for organisations in Nigeria (https://son.gov.ng/about-us) and just

recently, some public organisations including the Nigerian Communication Satellite, National

Communications Commission (NCC) and Nigerian Postal Services were given directives to

get ISO certifications (Daily Trust, 2019).

2.5.5. The Exemplary Organisation Approach

In this approach individuals or teams visit organisations that have taken a leadership role in

TQM and determine their processes and reasons for success. They then integrate these ideas

with their own ideas to develop an organisational model adapted for their specific organization.

This approach has been further developed into the term “Benchmarking” which came from

work carried out by the Xerox Corporation in the USA becoming part of best business practice.

Elmuti and Kathawala (1997, p.229) define benchmarking as “the process of identifying the

highest standards of excellence for products, services, or processes, and then making the

improvements necessary to reach those standards, commonly called “best practices”.

https://son.gov.ng/about-us

30

Another popular approach is Lean Six Sigma (LSS). Lean and Six Sigma are two popular and

dominant process excellence methodologies widely adopted by a number of manufacturing and

service organizations for achieving process efficiency and effectiveness, which results in

superior customer service experience, superior product and service quality, enhanced business

profitability, and sustainable competitive advantage (Anthony, Rodgers & Cudney, 2017, p.

1403).

Lean is an adaptation of the Toyota Production System, which seeks to reduce or eliminate

waste in all operational processes. Six Sigma is a management approach that seeks to maximize

profits by systematically applying scientific principles to reduce variation and thus eliminate

defects in product and service. Lean and Six Sigma have been increasingly applied together in

public sector organisations. A few case studies have been identified by authors such as Antony

et. al, (2017, p. 1405) and Maleyeff, (2014, p. 96).

Summary

In summary, all the approaches discussed in this section are modelled on the three components

of quality management; principles, tools and techniques. Approaches, Principles, Techniques

and Tools have also been distinguished as follows; Approach- refers to the broad direction an

organisation takes towards solving a problem based on an ideology or theoretical stance.

Principle- Guiding statements and beliefs based on the approach. Principles are the foundation

upon which the organisation builds its quality culture, such as management commitment,

leadership and employee focus.

Technique- refers to skilled actions or activities that organisations perform in order to obtain

set objectives. Techniques are implementational. It can be concluded that techniques are the

actions organisations undertake in implementing QM in order to obtain optimal results.

Examples are Quality circles and Performance measurement.

Tools- refers to devices which sometimes have a statistical basis to support decision making or

facilitate analysis of data examples are histograms and control charts

The approaches discussed in this study are not mutually exclusive, two or more approaches can

be combined. For example, organisations which adopt the certification approach, may also use

the business excellence model, benchmark against best in class organisations, may make use

of some Japanese practices and may also make use of one or more of the quality gurus’

philosophies. Quality Management theory does not prescribe any single best practice and

31

organisations are encouraged to tailor the application of the principles to their individual

circumstances (Stringham, 2004, p.185; Mansour & Jakka, 2013, p. 101). Kehoe (1997, p.3)

postulates that every organisation’s journey in QM is unique, however, most organisations

progress successively through the following three stages of development: a systems orientation

stage, an improvement orientation stage and finally a prevention orientation stage. For each of

these stages, different approaches, tools, techniques are applicable. At the systems orientation

stage, indicating the starting point of the quality journey, the emphasis is usually on

implementing a system and trying to interest people in quality. At this stage the management

style echoes an awareness of QM, teamwork is restricted to specific problems, customers are

defined and their requirements are determined, techniques such as acceptance sampling are

used to sort out conforming products from non-conforming products and quality systems such

as ISO 9001: 2015 are implemented. At the improvement Orientation stage, considerable

progress is made with respect to the culture and deployment of tools and techniques. At this

stage the management style reflects involvement in QM activities, teamwork involves the

establishment of improvement teams, processes are improved to exceed customer

requirements, leading to improved customer service, self-assessment tools are deployed, and

improvement tools including the seven quality control tools are implemented. At the final stage,

the prevention orientation stage, a mature stage of quality development is attained, where

emphasis is on defect prevention and sustainability. At this stage the management style reflects

commitment to QM and its sustainability, organisational structure is team-based, customer

relationships are developed and customer loyalty develops, people are rewarded and

recognized for appropriate behaviour and values, advanced prevention-based quality tools and

methodologies such as benchmarking, Failure Modes and Effect Analysis (FMEA), reliability

analysis, design of experiments, the seven management tools and total preventative

maintenance are deployed and external recognition is received through winning business

excellence awards.

After discussing the different approaches PSOs can utilise in implementing QM, the next

section of this chapter discusses implementation of QM using some of these approaches in

Nigeria and specifically in the Nigerian public sector.

2.6 Quality management implementation in Nigeria

Studies show that many organisations in Nigeria are aware of QM, but that the level of

implementation has been very low (Akinola, Akinradewo & Olatunji, 2012, p.224). Okpala

32

(2012, p.364) contends that QM was first mainly practiced in Nigeria by multinationals that

understood the concept but was first notably implemented locally with success by Zenith

International Bank Plc which began operations in 1990. Since the successful implementation

in the banking sector, more organisations from both the manufacturing and service industries

have started implementation of QM (Orumwense, 2014, p. 1).

A review of literature shows that different approaches to QM are used for implementation of

QM in Nigeria (see Appendix 2). Forty-two studies were reviewed. The review process was

developed using a set of criteria for reviewing appropriate literature on the implementation of

QM in Nigeria. The criteria are search themes, study context, study methodology, scope of

search, databases, and time frame. Databases utilised in the review process included Taylor &

Francis, Emerald, Researchgate, Sage, Springer, Academia, Wiley, ProQuest, Science Direct

and EBSCO host. Also, focus of the search time frame was on studies published between 2009

and 2018.

Table 2.1: Criteria for literature review to identify studies of QM implementation in Nigeria (Source: The Author)

Search Area Area of focus

Themes Quality Management; including TQM, Quality

Control/Quality Assurance, Lean Six Sigma

Quality management factors, critical success factors, key

success factors, barriers and challenges to QM

implementation

Study context Nigeria

Study methodology Case study, Survey, Literature review and Systematic

literature review

Interviews, Questionnaires and Discussions

Scope of search Journal topic, abstract and keywords

Databases Taylor & Francis, Emerald, Researchgate, Sage, Springer,

Academia, Wiley, ProQuest, Science Direct and

EBSCOhost

* Search excluded sources inaccessible by the University

of Portsmouth

Review Time frame 2009-2019

33

The results of the review (Appendix 2) indicated that are more studies have been done on the

private manufacturing, construction and service sector with a few studies carried out on public

sector organisations. The analysis shows 14 studies were on the manufacturing sector, 6 studies

were on the construction sector, 10 studies were on the service sector (banking, consulting and

accounting), 2 studies on small and medium organisations (manufacturing and construction), 1

mixed sector study and 9 studies were conducted on the public sector (education, healthcare

and government agency). These studies were carried out using QM implementation approaches

including, TQM, Lean management, Quality control, Quality assurance, Six-sigma and Lean

six-sigma. The analysis shows that TQM, was the most implemented QM approach in the

reviewed studies.

These studies indicate that QM is an effective management philosophy which can be

successfully implemented within organisations in Nigeria using most of the QM approach

discussed. Successful implementation has been shown to have an impact on bottom-line results

but if it is to work, it must have the long-term devotion and the actions made to improve quality

must be continuous (Orumwense, 2014, p.3). However, the review also indicated the there is

an absence of literature on QM implementation in Nigerian PSOs in the space industry raising

the need for an investigation into the implementation of QM initiatives in this sector. The

review does reveal studies on QM implementation in Nigerian PSOs. Thus, the next section of

this chapter discusses QM in the Nigerian Public sector.

2.7 Quality Management in Nigerian Public sector

Quality Management implementation is believed to be part of the strategy carried out by many

countries to deviate from the traditional bureaucratic management towards a more

entrepreneurial New Public Management, where public sector organisations are embracing

some quality initiatives in order to become more efficient (Karyotakis & Moustakis, 2014, p.

30). The Nigerian government, like many other governments decided to encourage the

implementation of QM in Nigerian public organisations, with hopes that it will have the same

effect in their organisations as it has had in the private sector (Omisore, 2013, p. 18; Ibietan,

2013, p. 53). However due to QM originating in the manufacturing sector and predominant use

in the private sector, there are some arguments against the use of QM techniques in public

sector organisations. Maram (2008, p.206) argue that there are special characteristics of the

public sector which make implementation of such management techniques inappropriate or, at

least, very difficult. Private organisations are driven by market forces making QM

34

implementation a straightforward technical procedure within the sector which is not the case

for the public sector (Parker, Waller, & Xu, 2013, p.654). Tyasti & Caraka (2017, p.3286)

explain that implementing QM initiatives in PSOs can be more problematic than in private

sector organisations due to the difference in the system structure, customers, employee

perception, and culture of PSOs. For example, QM depends on a strong organisation culture

characterized by employee empowerment and teamwork, however, several government owned

organisations are hierarchical, bureaucratic organisations, in which employee empowerment

and teamwork are not core values. Therefore, the implementation of QM in these types of

organisations requires a considerable effort towards transforming the fundamental values and

culture, which is a major task (Maram, 2008, p.206)

Another argument put forward by Fountain, (2001, p.67) focuses on the social and political

pressures on public sector agencies. She states that “Political bureaucrats have an obligation

to do more than satisfy customers. They must identify and aggregate preferences in ways that

sustain political legitimacy and minimize political inequality”. More so, PSOs operate with a

fixed budget and consumer groups are in competition with each other for scarce resources,

therefore consumer satisfaction cannot be the only, or major, dimension in performance

measurement in the public sector and must be handled with significant consideration.

The arguments in support of the applicability of QM to the public sector is that government is

itself, a service-driven industry and hence, would respond well to its philosophy. Dean and

Helms, (1996, p. 50) argued that the advantages of using QM in government are similar to

those in the private industry and include lowering operational costs, improving public services,

increasing employee morale, and increasing quality and productivity. At a federal level, the

application of QM could eventually save the government a lot of money.

Al-Ibrahim, (2014, p.124) supports that QM can indeed be applied in the public sector by

stating that quality in the delivery of goods or services is now accepted as a critical aspect of

business management in all fields since it is realised that only by satisfying its customers can

an organisation hope to retain its customer base and indeed expand it for the future. It should

be understood that it is not just in commercial contexts that the concept has meaning because

in those institutions providing services to the public, the issue of delivering quality is equally

important. He further states that the focus on providing quality of service has gradually spread

to areas outside of the manufacturing sectors. For instance, in the United Kingdom, service

35

quality standards are now frequently used in the delivery of social services as a means of

controlling quality of care for different types of clients, such as care for the elderly.

Quality management (QM) plays an important role in public organisations’ efforts to create

better access to, and effectiveness of, specific services. When transferring QM models from

market-based firms to public services provided by public organisations, several basic contrasts

and even contradictions must be addressed. An example of this is illustrated by Elg, Wihlborg

& O¨rnerheim (2017, p. 381) stating that, to a private company, an individual is a customer;

while to a public organisation, an individual can have several different roles, for example,

student, patient, client, or taxpayer. These roles are interconnected with the duties, rights, and

expectations related to citizenship. The roles also imply involvement of the individual. The

student studies, the patient rehabilitates, the client in social services fulfils duties to get benefits,

and the taxpayer pays his or her taxes and make these and other services available. The

production of public services is therefore not one-sided and delivered to the individual, but they

are formed in partnership that extends the meanings and potential of QM. Thus, there is a need

to elaborate on, and clarify, the conceptualisation of public services in order to develop the

practice of QM in public services.

Another concern has to do with the possibility of QM forcing uniformity upon public services.

There is the notion that public services may act mechanically in relation to individual

consumers’ needs. To prevent this Ferreira & Diniz, (2004, p.490) suggested that different

forms of behaviour must be adopted according to the people in question so that their needs are

fully provided for. QM applied to public services must tackle people’s needs individually to

ensure they are satisfied. Stringham (2004, p.184) also believes that QM can have a valuable

role to play in government, but only if it is considerably revised to suit the public service’s

unique characteristics. Ejumodu (2009, p.145) further contends that QM implementation in the

Nigerian public sector requires a comprehensive and pragmatic non-political administrative

restructuring, re-engineering and re-organisation to meet the changing demands of the sector.

This section will therefore discuss how the Nigerian government have embarked on

encouraging public organisations in the country to embrace initiatives which will cut cost,

increase efficiency and productivity and serve the Nigerian citizens better.

In the quest for efficiency, cost containment and quality improvement, both developed and

developing countries have embarked on public sector management reforms. Nigeria is one

among many countries which embarked on comprehensive reforms aimed at improving the

36

quality of life of their citizens and creating new government machineries to establish efficient

and effective management systems. (United Nations Economic Commission for Africa, 2014,

p.23). Most of the recent reforms have been done under the influence of the New Public

Management (NPM).

In the 1980s and 1990s, there was a shift from the traditional/old public administration to public

management, pushing the state towards ‘managerialism’. The traditional public administration

was based on the principles of bureaucratic hierarchy, centralized control and self-sufficiency

(Economic Commission for Africa, 2014, p. 8; Robinson, 2015, p. 5). This “command and

control” approach to public administration was used by countries under colonial rule and

maintained even after independence in many Commonwealth countries (Robinson, 2015, p. 5).

By the 1970s, this model of public administration was seen as no longer suitable and faced a

lot of criticism. Some of these criticisms included: over bloated government ensuing in the

overconsumption of limited resources; government involvement in too many activities;

prevalent bureaucracy; high rates of inflation; lack of differentiation amongst strategy and

governance; the absence of rational decision making; and indifference to citizens’ satisfaction.

The model was also disapproved as being inefficient, encouraging corruption, lacking

accountability and inflexibility. These harsh criticisms helped in the rapid emergence of a new

model, New Public Management (Abdelfatah, 2012, p.2).

New Public Management (NPM) refers to a series of novel approaches to public administration

and management that emerged in a number of OECD countries in the 1980s (Robinson, 2015,

p. 7). Mongkol (2011, p.36) defined NPM as “a set of particular management approaches and

techniques which are mainly borrowed from the private sector and applied in the public sector.

NPM is intended to improve the quality of public services, save public expenditure, improve

the efficiency of governmental operations and make policy implementation more effective.”

The NPM model has been used in assisting many developed countries such as the United

Kingdom, New Zealand and Australia in overcoming the problems generated by the old public

management model. Some benefits of using the NPM model as summarised by Mongkol (2011:

p.36) include; improving efficiency and creating value for money through a concentration on

auditing and performance management; encouraging the government to focus on efficiently

producing quality public goods and services, reducing the size of the public sector, and

decentralising management

37

The NPM was characterised by cutting red tape, putting customers first, empowering

employees to get the right results from work, and returning to the fundamentals and creating

quality government (Al Gore cited in Abdelfatah, 2012, p.3).

Despite the success of the NPM model in assisting many developed countries in overcoming

the problems generated by the old public management model, critics are of the opinion that

NPM-oriented reforms would fail if applied in developing countries. (Abdelfatah, 2012, p.3).

Some of these criticisms as noted by Mongkol, (2011, p. 37) are, first that, despite the fact that

the NPM model aims for transparency and the eradication of corruption in the public sector, it

tends to create the opposite effect, leading instead to higher rate of corruption. This is because

NPM provides greater freedom to public managers then they are used to: together with lower

levels of supervision, this can create a fertile climate for corruption. Second, due to the long

history of centralisation in the public sector, there is strong resistance to the decentralization in

developing countries. Third, the absence of the rule of law in developing countries would led

to non-enforcement of contracts contracted out to the private sector. However, the opinion that

the NPM model should not be viewed as a ‘One size fit all’ concept. This is because the NPM

reforms have succeeded in some organisations and failed in others. It is recommended that the

NPM model should be considered as a number of separate techniques, not as a package, in

order to help developing countries adopt techniques that suit their needs and their local

conditions (Abdelfatah, 2012, p.7)

The Nigerian government as earlier mentioned is one of the developing countries which has

embraced the NPM model and has attempted for many years to reform her public sector by

instituting commissions and committees both in the colonial and postcolonial periods. In 1999

after the successful transition from military to democratic rule, the poor performance of

organisations within the Nigerian public sector prompted a series of reforms across the public

sector. These reforms did not only take effect in the civil service alone but had an effect on the

larger public sector as well (Ibietan, 2013, p. 53). Some reform initiatives made by the

government since 1999 include: Pay Reform, Postal Services Reforms, Public Financial

Management Reforms, Anti-Corruption Reforms, National Statistical System Reforms,

Banking Reforms, Capital Market Reforms and Privatisation of Government Enterprises

(Nigerian Bureau of Public Service Reforms (BPSR), 2017; Omisore, 2013, p. 18). New

techniques in management, particularly those that worked in the private sector such as: Total

Quality Management (TQM), Performance management, Citizen’s Charter which is known as

Service Compact (SERVICOM) Charter in Nigeria, as recommended by the NPM model, have

38

also been adopted (Fagbemi, 2017). SERVICOM and Performance management reforms by

the Nigerian government are briefly discussed below;

The Service Compact (SERVICOM) Charter was established in Nigeria in 2004. This charter

was introduced after a consistent pattern of poor services and failure to meet the expectations

of the Nigerian citizens was identified in Nigerian public service organisations. Public services

were mainly inaccessible and of poor quality. There was a lack of indicators for government

ministers to monitor the outcome of their policy pledges or hold anyone accountable for failure

of service delivery. This brought about the establishment of SERVICOM with the broad

objective to: provide quality service to the people; set out the entitlement of the citizens; ensure

good leadership; educate the citizens (customers) on their rights; empower public officers to

be alert to their responsibilities in providing improved, efficient, timely, and transparent service

(Nigerian Bureau of Public Service Reforms, 2017)

For Performance Management reforms, an integrated Performance Management System

(PMS) was inaugurated in 2012 to improve transparency of governance, improve

accountability of managers, enhance professionalism, reduce the cost of governance and

increase efficiency in delivery of public goods and services. The PMS was implemented by the

Nigerian government to replace the Annual Performance Evaluation Report (APER); a

performance appraisal tool which was used to measure individual performance of public sector

workers but was deemed unreliable and inadequate for performance management and a

continuous improvement tool, due to the lack of integrity of its output (Nigerian Bureau of

Public Service Reforms, 2017)

Some studies (Emeje, Ekere, Olayemi, Isimi & Gamaniel, 2019, p.2; Akpan, Amade,

Ukwuoma & Nwoko-Omere, 2014, p.1) on public organisations in Nigeria indicate that public

managers have introduced many QM initiatives whose benefits have been said to include

accountability to customers and high performance, restructuring of bureaucratic agencies,

redefining organisational missions, streamlining agency processes and decentralising decision

making.

Although it has been proven in literature that public organisations can and are implementing

QM initiatives, this has not been accomplished without challenges (Emeje, Ekere, Olayemi,

Isimi & Gamaniel, 2019, p.1). Radnor (2010, p. 72) therefore advises managers of public

organisations to select approaches that are suitable with their structure and policies. Managers

must decide and comprehend the important factors which are fundamental for continuous

39

improvement to prevent disappointment in the implementation process. Thus, the next section

in this chapter describes the QM factors which are critical for the successful implementation of

QM.

2.8 Critical Success factors for Quality Management Implementation

Numerous researches and publications affirm that for organisations to implement QM, it

requires certain factors that if managed correctly will ensure an effective implementation

process (Oakland, 2003, p.36; Brotherton & Shaw, 1996, p.11; Fryer, Anthony & Douglas

(2007, p.503).

Critical Success factors for QM vary among different researchers across the globe. There exist

different terminologies in the context of QM factors. Terms such as critical success factors

(Fryer, Anthony & Douglas 2007) and key success factors (Pimentel & Major, 2016, p.1000;

Balzarova, Bamber, McCambridge & Sharp, 2004, p.390) are used interchangeably. Some

authors also make use others words instead of factors, Sadikoglu & Olcay, (2014, p.4), Al-

Qahtani, Alshehri, & Abd.Aziz, (2015, p.120) and Bajaj, Ruchi Garg, & Sethi, (2018, p.135)

called them practices; Diamandescu (2016, p.672) identifies them as principles; Al-Kassem,

In’airat and Al Bakri (2013, p.43) describe them as elements. For the purpose of this study,

these success factors will be referred to as critical success factors (CSFs)

Identifying the critical success factors of QM implementation is necessary and as this is

considered critical to its success. According to Leidecker and Bruno (1984, cited by

Frączkiewicz-Wronka, Szołtysek & Kotas, 2012, p.232) critical factors are the characteristics,

conditions and variables responsible for an organisation’s success.

Oakland (2003, p.36) also defines these success factors of QM as ‘the critical areas which

organisations must accomplish to achieve its mission by examination and categorization of

their impacts”

Alternatively, it can be said that the success factors of QM implementation are those vital few

requirements that must be present in an organisation to be able to attain its vision, and to be

guided towards its vision (Wali, Deshmukh & Gupta, 2003, p.4). Brotherton and Shaw (1996,

p.115) emphasized that these success factors are not objectives but are the actions and processes

that can be controlled by management to achieve the organisation’s goals. Hence, proper

management of such factors will result in improved quality and better performance for the

organisation. Boynton and Zmud (1984, p.17) posit that success factors “are those few things

40

that must go well to ensure success”. Fryer, Anthony & Douglas (2007, p.503) agree with this

definition as it is more universal, applicable to both the public and private sectors and not

restricted to a particular type of project. They also indicate that the importance of defining the

success factors of QM for implementation is to increase the success rate, reduce costs, and

prevent disillusionment with continuous improvement programs.

A significant number of literatures on QM success factors is available and have been adopted

by both public, manufacturing and service sectors. However, it is pertinent to note that there is

no specific concurrence on the number of factors that constitute QM success factors, as factors

tend to vary across authors and researchers. The use of different terminologies is also believed

to contribute to the difficulty of comparing sets of factors since the terms; components,

elements, criteria, principles and factors appear to be utilized reciprocally (Yeng, Jusoh, &

Ishak, 2018, p.2).

Al-Qahtani et, al, (2015, p.124) in their study to investigate the impact of QM factors on

organisational performance in Pakistan, concluded that customer satisfaction and quality

performance of products and services are factors which can be enhanced by implementing

different quality initiatives at organisations. Sila and Ebrahimpour, (2005, p.1123) identified

customer focus, leadership, supplier relationship, community relations, planning, and

benchmarking.

Talib & Rahman (2010, p.375) identified nine critical factors of quality management; top-

management commitment, customer focus, training and education, continuous improvement

and innovation, supplier management, employee involvement, employee encouragement,

benchmarking and quality information and performance. A study by Shibani, Soetanto &

Ganjia (2010, p.306) on TQM implementation in Libyan construction organisations, identified

five critical factors: management commitment, communication, work environment and culture,

employee involvement and recognition, and employees training and development.

Zakuan, Muniandy, Saman, Ariff, Sulaiman and Jalil (2012, p.31) proposed a conceptual model

of factors of QM implementation in higher education institutions. The factors applied in their

model included: management commitment, communication, customer focus, employee

involvement, training, continuous improvement and teamwork.

All these studies have produced factors which are all critical to the success of QM

implementation and the common conclusion from these studies is that each organisation has a

41

set of factors to which it must focus on and almost certainly, an effective QM implementation

requires the integration of the three components of QM; principles, techniques and tools.

Different researchers have used different methods to identify success factors for QM

implementation, such as questionnaires, interviews and literature review of previous studies.

In this research, a review of literature about success factors of QM implementation was done

to develop a group of QM implementation success factors which were investigated using

questionnaires. A review of 33 studies was carried out to identify critical success factors of

QM implementation across the public and private sectors (see Appendix 3).

The review was concentrated on studies focused on factors of QM implementation in the

context of public service, public manufacturing and general manufacturing sectors. These

studies were conducted using QM approaches that include Quality improvement, TQM, Six-

sigma, Lean, Lean six sigma, ISO 9001 and Continuous Improvement. Databases and the

search time frame remained the same as explained in section 2.6. Table 2.2 below presents the

review criteria.

Table 2.2 Criteria for literature review to identify factors for QM implementation (Source: The Author)


Search themes Quality Management; including TQM, Quality Control/Quality

Assurance, Lean Six Sigma, Lean, ISO 9001 and Continuous

Improvement

Quality management implementation factors, critical success

factors, key success factors.

Study methodology Case study, Survey, Literature review and Systematic literature

review


Type of Articles Journal and Conference papers

Scope of search Article topic, abstract and keywords

Databases Taylor & Francis, Emerald, Researchgate, Sage, Springer,

Academia, Wiley, ProQuest, Science Direct and EBSCOhost *

Search excluded sources inaccessible by the University of

Portsmouth


42

The analysis of the reviewed studies (see Appendix 3) shows twenty success factors for QM

implementation defined across the 33 reviewed studies (see Table 2.3 below).

Table 2.3: QM implementation success factors from literature (source: The Author)

QM Implementation success factors Frequency Rank

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

Management commitment and leadership

Training and Education

Customer Focus

Employee involvement

Continuous improvement

Organisational Culture

Communication

Teamwork

Process management

Performance measurement system

Partnership with supplier

Resource/Funds

Benchmarking

Reward and Recognition

Information and data analysis

Organisational structure

Strategic planning/ policy

Organisational infrastructure

Work environment

Vision and Plan statement

30

25

22

21

21

18

15

14

14

11

10

9

8

7

7

3

3

1

1

1

1

2

3

4

5

6

7

8

8

9

10

11

12

13

13

14

14

15

15

15

Table 2.3 presents the results of the systematic review of 33 selected studies and researches

covering the topics of QM implementation success factors. Studies (Karuppusami &

Gandhinathan, 2006, p.381; Talib, Rahman & Qureshi, 2010) show that implementation

difficulties exist when organisations try to operationalize a large number of CSFs. Therefore,

this study analysed and sorted the CSFs in descending order according to the frequency of

occurrences within the reviewed literature using Pareto analysis. Pareto Analysis is a statistical

technique in decision making that is used for the selection of a limited number of tasks that

43

produce significant overall effect (Talib, Rahman & Qureshi, 2010, p.155). Pareto analysis uses

the Pareto Principle, also known as the 80/20 rule, a concept indicative that the majority of

results are often derived from a minority of inputs. The ratio does not have to be 80% and 20%

exactly, as it is not mathematically fixed, but used as a rule of thumb. It could be a ratio of 87

% and 13% or 70% and 30% (Dunford, Su, Tamang & Wintour, 2014, p.141). The results of a

Pareto analysis are typically represented through a Pareto chart. The chart represents the

various factors under consideration in ranked order. The presentation of this chart is in the form

of a bar graph in descending order and helps to predict easily which factors are vital few by

providing a clear indicator through superimposing a line graph that cuts an 80 percent or

equivalent cumulative percentage (see figure below).

Figure 2.1 Pareto chart of Critical success factors of QM

The total frequency of occurrences of these 20 CSFs identified from the literature was 241.

After Pareto analysis of these 20 CSFs, 10 CSFs accounted for 79% of the occurrences. The

remaining 10 CSFs accounted for only 21% frequency of occurrences. This suggested that 10

of the identified CSFs in this study are frequently used for QM implementation in public sector

manufacturing organisations and these 10 were therefore used in this research. The 10 factors

were; management commitment and leadership; training and education; customer focus;

44

employee involvement; continuous improvement; organisational culture; communication;

teamwork and process management and performance measurement system. These ten factors

are discussed below;

2.8.1 Management commitment - Top management commitment and leadership has been

identified as the most important success factor among all the factors for successful QM

implementation (Kundu & Manohar, 2012 p.306; Talib, Rahman and Qureshi, 2010,

p.157) The fundamental reason for the importance of this factor is summarised by

Oakland (1997, p.31) as follows, ‘to be successful in promoting business effectiveness

and efficiency, QM must be truly organisation-wide; it must start at the top with the

chief executive.’ The success of a quality improvement program depends much on the

top management commitment. If the managers or directors of organisations do not

recognise and accept their responsibilities for the initiation and operation of QM, then

changes will not happen. This involves communicating a vision for the future that is

clear and convincing and also providing a strategic leadership (Shibani, Soetanto &

Ganjian, 2010, p.302). The role of managers in promoting QM implementation includes

allocation of resources required for implementation and effective operation of the

quality system; rewarding employees for participation in continuous quality

improvement; minimize problems of communication between organisational levels

(Lazarus, Nyuke & Gasva 2015, p.91). According to Diamandescu, (2016, p.672)

applying this factor ensures compliance with the needs of all stakeholders; enables the

development of the objectives that will ensure increased competitiveness of

organisation and thereby will establish a clear vision of the organisation’s future;

providing the necessary resources for the training and the freedom to act with

responsibility and efficiency for the staff; build confidence and eliminate fear, by

encouraging and recognising personal contributions.

2.8.2 Customer focus - Foster (2010, p.73) defines this factor as a proactive approach to

satisfying customer needs that is based on gathering data about customers to learn their

needs and preferences and then providing products and services that satisfy those

changing needs and preferences. Gherbal, Shibani, Saidani & Sagoo, 2012, p.81) also

define customer focus as the degree to which an organisation continuously satisfies

customer needs. To achieve this, it is necessary, first, to identify external customers and

internal customers, then the requirements, the needs and the expectations are

determined and translated into specifications based on which the products and services

45

are provided with certain quality characteristics. Mehra, Hoffman & Sirias (2001,

p.860) identified that having a profound knowledge of customer expectations is an

important aspect of QM because every activity is driven by this knowledge.

Organisations depend on their customers and therefore should understand current and

future customer needs, they should meet customer requirements and strive to exceed

customer expectations (Lazarus, Nyuke & Gasva 2015, p.91).

2.8.3 Employee Involvement - Employee involvement is a process for enabling workers to

take part in decision-making and improvement activities proper to their levels in the

organisation (Zakuan, et.al, 2012, p.28). It is a psychological method to develop

confidence between individuals in the organisation and urge them to make decisions

and solve problems with one another. Gherbal et.al, (2012, p.82) contends that the

successful implementation of QM, requires a committed and skilled workforce to fully

participate in the activities carried out to improve quality. To achieve this, all employees

at all levels within the organisation should be encouraged to take responsibility and

communicate effectively toward improving the quality at all stages Employee

involvement instils a better understanding of importance of the product or service

quality in employees and makes them committed to the quality improvement.

Engagement of employees in quality related issues can increase the understanding of

organisational policies and augment employee’s understanding of problems and

resolving these issues at their level (Khan, 2011, p.159). Recognition and reward for

employees have also been cited as powerful triggers for wanted accomplishment and

employee fulfilment (Ali & Ahmed, 2009, p.271) Recognition is the process whereby

management acknowledges employees’ outstanding performance. Rewards can be

awarded in numerous ways yet should be significant and merited (Gohari, Kamkar,

Hosseinipour & Zohoori, 2013, p.572). This is essential as people need to be in a

winning role. Recognition and rewards are key forms of positive reinforcement and for

letting people know they are valuable members of the organisation. An organisation

must use recognition and reward not to force people to do things excellently but to

encourage them to do so (Bounabri et.al, 2013, p.44). This practice would promote

overall performance and especially contribute to social performance through employee

satisfaction.

2.8.4 Training and Education- The training of all the employees is considered the

fundamental building block for successful implementation of QM. Studies show that

there is a link between training and organisational performance (Shibani, 2010, p.302)

46

Training in quality-related concepts and tools is regarded as the most important factor

in actually increasing employees’ capacity to do their job, finding out and solving

problems, releasing the full potential of workers and continuously improving quality.

Furthermore, training is usually related to changes. These changes include the variety

of the business environment, improvement of organisational performance, higher

requirements of operation and the level of the employees. To achieve the desired skills,

all management personnel, supervisors, and employees should accept quality education

and training. Training helps employees at all levels to understand the quality

management system and their roles and responsibilities within it. Training must be

viewed as a continuous process (Jamali, Ebrahim & Abbaszadeh, 2010, p.113).

2.8.5 Communication- This is considered a very important factor to an organisation’s action

process. Effective communication can inspire, prevent misunderstandings and reduces

the costs of quality by evading mistakes (Talib & Rahman, 2010, p.261). Effective

communication is essential to translate the vision and plans for the organisation from

top management to all employees, yet some managers find it tough to tell others about

their plans in a way that will be understood. To add to that, sometimes as the top

management’s vision of quality sieves downwards through the lower management

levels, the vision or the plan can lose both clarity and momentum. Thus, managers at

all levels need to develop the ability to communicate effectively as well as have the

willingness to listen and learn from colleagues (Patro, 2013, p.2691). Also, a good

communication and feedback system are very important in conveying ideas to the

management and to incorporate the necessary change required. Gherbal, et. al 2012,

p.81), indicated that communication is a part of the cement that holds together the bricks

of the total quality process. Effective communication will reduce fear in the

organisation enabling the implementation of QM (Deming, 1986, p.10).

2.8.6 Process Management- Process may be defined as a set of interrelated or interacting

activities which transforms inputs into outputs. A strong reference to processes

primarily means that the attention has significantly shifted from final results (products

and services) to the activity chain shaping these products (Luburić, 2015, p.109). There

should be strong emphasis on processes that impact on quality of goods and services.

Thus, to achieve better quality of products and processes, the key processes must be

identified and improved continuously (Jamali, et.al, 2010, p.113). According to the

international standard ISO (ISO, 2015, p. 2), ‘the organisation shall establish,

implement, maintain and continually improve a quality management system, including

47

the processes needed and their interactions’. The organisation has to establish

processes necessary for quality management system and to apply them in the whole

organisation. It has to determine required inputs and expected outputs from these

processes, their order and mutual interactions, as well as criteria, methods, including

the measurements and related performance indicators necessary to ensure that the

performance of these processes and their management are efficient. The organisation

has to allocate required resources and ensure their availability, to determine

responsibilities and authorities in these processes, to determine risks and possibilities

in line with the quality management system requirements and to plan and pursue

appropriate measures for their resolving.

2.8.7 Continuous Improvement- Continuous improvement can be found in the origins of

QM with the onset of quality circles. The culture of continuous improvement implies

better quality and lesser variation which results from process management practices

that bring about incremental improvements in products, services and processes (Zairi,

2002, p.1170). Continual improvement of the organisation’s overall performance

should be a permanent objective of the organisation

2.8.8 Teamwork- The purpose of teamwork is to have everyone in an organisation working

together to achieve a common goal. Teamwork can unite all employees of an

organisation in the success of quality improvement. This factor is important to the QM

implementation process as it improves communication within the organisation, builds

self-confidence of staff and breaks the bond of dependency on the organisation

(Oakland, 1995). Teamwork is essential for change management, implementation of

strategic plans, building a sense of involvement among employees and solving

problems.

2.8.9 Organisational culture- this refers to the core beliefs, values, norms and social

customs that direct the way individuals act and behave in an organisation (Kundu &

Manohar, 2012 p.306). These values and expectations that direct behaviour are learned,

in view of what has worked for and against its welfare previously (Lapiņa, Kairiša &

Aramina, 2015, p.772). The implementation of QM initiatives in organisations

sometimes require very essential reforms in areas such as culture within the

organisation. Many organisations show some resistance to trying out basic reforms

(Roldan, Leal-Rodríguez & Leal 2012, p.185). This resistance to change may be due to

fear of the unknown, of doing things differently, of trusting others, and of making

mistakes. Deming (1982, p.101) argues that it is essential when undertaking the quality

48

revolution to ‘drive out fear’, and it is imperative to take this message seriously when

building a quality institution.

According to Cameron and Quinn, (2011, p.8), a typical error in organisations desiring

to improve is that they do not outline a typical perspective with respect to where

organisation is starting from and how that contrasts from a future state. These types of

organisations frequently dispatch a change activity without thinking about the need to

build up a consensual perspective on the present culture; to arrive at agreement on what

change means and does not mean; the particular changes that will be started, halted,

and upgraded; the measurements and achievements required for accountability; the

communication system required; and the on-going leadership demands faced by

organisations amidst culture change. However, to survive the ever changing global

environment, culture has to be reviewed and re-adjustments to be in tune with the

prevailing economic, political, social and technological realities so as to improve on

efficiency in the organisation (Sebastianelli & Tamimi, 2003, p.2692).

Mission and Vision statements have been identified as strategic tools which can be used

in the formulation of an organisation’s culture (Bajaj, Garg, Sethi (2018). According to

Orhan, Erdogan and Dormaz (2014, p.252) “A vision statement describes what the

organisation wants to be in the future while a mission statement describes the purpose

of an organisation or why it exists”. The mission statement has been described as an

“implementing arm” of the vision (Sheaffer, Landau & Drori 2008, p. 50) and also as a

vehicle through which employees can shape an enthusiastic bond with the organisation

and its objectives (Campbell & Yeung, 1991). The mission statement envelops an

organisation's way of thinking, identity, and qualities giving meaning to its objectives,

norms, choices, activities, and regular conduct (Hirota, Kubo, Miyajima, Hong & Park,

2010, p.1136; Khalifa, 2011, p.30). Therefore, the mission and vision statements can

be utilized as communication apparatuses via which management beliefs, perspectives,

and approaches are passed to employees and other stakeholders (Hirota et al., 2010).

2.8.10 Performance measurement- Studies show that organisations wishing to implement

QM should imbibe performance measurement which will measure, monitor and reward

the performances of the organisation. Proper performance information should be

collected and also communicated across the organisation. Having a two way

communication in organisations is important for an effective performance measurement

system and benefits the organisation motivating employees, promoting employee

empowerment and encouraging teamwork (Cheng, 2006, p.765). An effective

49

performance measurement system provides timely and accurate feedback on the

efficiency and effectiveness of organisation’s processes (Kaplan & Norton, 1993,

p.135)

Self-assessment and benchmarking are both QM techniques used by organisations to

measure performance of products and processes. Benchmarking usually involves

investigation of best practices of leading organisations in an industry. Using the

exemplary organisation approach as discussed in section 2.5.5, organisations collect

data internally and study it to understand processes and identify areas for improvement.

External data is collected either through data bases from other organisations or through

visits to other organisations to study their processes. The external data is then compared

to internal data to identify areas in the organisation’s processes that need improvement

and develop plans to carry out these improvements (Voss, Chiesa & Coughlan, 1994,

p.84). Benchmarking allows organisations to improve their performance by gaining

from external sources. Also, the purpose of the evaluation is to give a starting point to

the understanding of quality issues and the identification of areas to improve. In this

way, benchmarking can significantly impact the improvement of key processes and

hence, improve the quality level. Without benchmarking, organisations would

presumably not know their relative performance and would probably neglect to plan

their processes more efficiently (Hietschold, Reinhardt & Gurtner, 2014, p.6263).

Self-assessment is defined as the consistent and systematic review of an organisation’s

actions and results. Self-assessment can be utilized to compare the performance of

divisions and units inside an organisation (Cheng, 2006, p.776).

Identifying factors critical to effective implementation of QM initiatives is important, but,

implementing QM is not an easy job, particularly in public sector organisations, many barriers

or challenges preventing QM implementation in the public sector organisations are stated in

literature (Emeje, Ekere, Olayemi, Isimi and Gamaniel, 2019; Maleyeff, 2014; Mosadeghrad,

2014; Suleman & Gul, 2015). In next section of this chapter, these barriers are discussed.

2.9 Barriers of QM implementation

Implementing QM initiatives require some changes to be made in organisations. Organisations

go through transformations that usually modifies or restructures parts of its sections (Bounabri,

Ahmed, Elmadani, Latifa & Amina, 2013, p.38). Research has shown that implementing QM

initiatives can be challenging for both public and private sector organisations due to changes

50

which have to be made and several barriers have been identified as obstacles to the successful

implementation of QM (Sebastianelli & Tamimi, 2003, p.45). Cătălin, Bogdan, & Dimitrie

(2014, p.1237) suggests that understanding the barriers that are likely to impede the

implementation of the QM allows organisations to develop more effective strategies for

improving the chances of successful deployment of QM and thereby achieve the benefits

associated with implementation of QM initiatives such as increased customer satisfaction, and

increased employee motivation. This section discusses the barriers every type of organisation

might face in implementing QM and goes further to discuss those which majorly affect public

sector organisations.

A classification of the barriers that prevent the implementation of QM have been classified into

five categories (Mosadeghrad, 2013, p.152; Cătălin, et.al, 2014, p.1237). They are; strategic,

structural, human resource, contextual and procedural barriers. They have been described as

follows;

• Strategic barriers- Catalin, et. al (2014, p.1238) describe these as obstacles with the

greatest negative impact on the successful implementation of QM. They are mainly

related to the management and leadership of the organisation. Examples include; lack

of top management support, inadequate planning, lack of long-term vision and a clear

direction and lack of government support and political uncertainty.

• Structural barriers- these have been described by Catalin, et. al (2014, p.1238) as

barriers related to the structure, systems and physical resources necessary to implement

QM. Examples of barriers categorized as structural barriers include lack of physical

resources, lack of information systems, lack of financial support and inappropriate

organisational structure.

• Human resources barriers- Catalin, et. al (2014, p.1238) describe human resource

barriers as obstacles related to human factors. Examples include; lack of employee

engagement, resistance to change, lack of training and education of employees, lack of

motivation and satisfaction of employees and lack of recognition and rewarding for

success

• Contextual barriers: these have been described by Catalin, et. al (2014, p.1238) as

obstacles related to organisational culture. Examples include; poor communication,

lack of innovation, cultural issues and poor coordination.

• Procedural barriers: Catalin, et. al (2014, p.1238) describe procedural barriers as

obstacles generated by the complexity of the processes. Examples include; lack of focus

51

on the customers, lack of partnership with suppliers, lack of a system of evaluation and

self-assessment and bureaucracy.

These barriers as categorized by Catalin, et. al (2014, p.1238) can affect any type of

organisation either private or public and various studies have identified these barriers present

within organisations implementing QM. Khan (2011, p.155) identified lack of planning, lack

of efficient human resources practices, inadequate infrastructure for total quality management,

lack of support from leadership and lack of customer focus as barriers to implementing TQM

in service organisations in Pakistan. Arshida and Agil (2013, p.257) identified lack of top

management commitment, government influence and poor vision and plan statements as

barriers to the implementation of QM in Libyan iron and steel company. Bounabri,, Oumri,

Saad, Zerrouk & Ibnlfassi (2013) identified bureaucracy, poor interdependence between

departments in organisations, lack of communication, poor top management commitment and

insufficient trainings as significant obstacles to ISO 9001 implementation in Moroccan public

sector organisation.

Barriers that prevent organisations from effective QM implementation exist internally as well

as externally. Internal barriers are related to the internal environment of organisations and are

mainly associated with the management and leadership of the organisation and human factors

(Mosadeghrad, 2014, p.330). External barriers are related to the external environment of these

organisations such as government policies and regulations (Antony, Rodgers & Cudney, 2017,

p.1408). Although these barriers affect both public and private organisations, there are some

barriers which are unique to public sector organisations due to their context. Public sector

organisations are easily affected by the political and financial situation of the government

(Radnor, 2010, p.51) and are also easily influenced by government regulations and public

bureaucracy (Radnor, Wally, Stephens & Bucci, 2006, p.102). For instance, political influence

from political holders has been identified (Shebbs, 2015, p.6) to interfere with employment and

promotion in government-owned organisations. This factor will have a great influence on the

availability of financial resources because, as discussed by Okeke, Onuorah, & Okonkwo,

(2016, p.47), some government-owned organisations end up employing more staff than they

need causing financial resources allocated for quality improvement projects to be diverted to

paying staff. Also, recognition and promotion of employees can also be influenced by politics

where recognition of employees is not through merit based on staff contributions to QM

implementation, but rather based on affiliation with certain political figures (Shebbs, 2015,

p.6).

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Government regulations and policies also act as factors which interfere with QM

implementation in PSOs. For instance, government policies can constrain the senior

management of PSOs from acting on their full commitment to successful QM in the

organisation for instance when the management of a PSO cannot provide a conducive

operational environment nor provide the necessary resources required for employee training

and empowerment because of government policies and regulation, in such a situation,

employees might perceive that the management is not fully committed to QM implementation.

(Idam, 2014, p.28).

It is important when studying the barriers to QM implementation, to research not just those

which are internal to the organisation and can be eliminated but also those external factors

which are unique to the public sector and which can have a great impact on the QM

implementation. It is important ensure that managers of PSOs are aware of these barriers and

the influence they have on the implementation process so that they can make informed

decisions as to how to eliminate internal barriers and reduce the effect of external barriers on

QM implementation. It is also important to inform policy makers of those external barriers

which are due to government regulations and policies so that they can, where possible, make

policies which will not hinder QM implementation in PSOs but rather will facilitate the QM

implementation process.

Therefore, the emphasis in this research was to identify and categorise the barriers perceived

to be operational in the Nigerian Space industry and to understand the perceived levels of their

impact on QM implementation within this context. This analysis of these barriers is further

discussed in chapter 3, section 3.2.7.4

Bearing in mind the unique situation of public organisation, a review of fifteen studies on

barrier/challenges to QM implementation in the public sector was done to explore the common

barriers to QM implementation (see Appendix 4). The criteria for literature review are outlined

in Table 2.4 below.

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Table 2.4 Criteria for identifying barriers to QM implementation (Source: The Author)


Search themes Quality Management; including TQM, Quality

Control/Quality Assurance, Lean Six Sigma, Lean, ISO

9001 and Continuous Improvement

Barriers/Challenges/Obstacles of Quality management

implementation in Public sector organisations

Study methodology Case study, Survey, Literature review


Type of Articles Journal and Conference papers

Search field Paper topic, Abstract, Keywords

Databases Emerald, Academia, EBSCOhost, Researchgate, SAGE,

Wiley, Science Direct, Springer, Scopus, ProQuest,

Taylor& Francis

* Search excluded sources inaccessible by the University

of Portsmouth


Twenty common barriers were identified from the review and are presented in the Table 2.5

below.

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Table 2.5 Barriers to QM implementation in PSOs (Source: The Author)

Barriers

Lack of top management

commitment

Weak employee commitment and

involvement

Insufficient resources/facilities

Inappropriate/lack of organisational

culture change

Inappropriate reward system Poor recognition programme

Bureaucracy Weak quality improvement structure

Ineffective use/ lack of quality

measurement

Lack of customer focus

Poor planning Inadequate use of and teamwork and

coordination

Lack of training

Lack of communication

Resistance of change by the

workforce

Lack of appropriate information

systems

Poor infrastructure Political interference

Competing management priorities. Management instability

Bearing in mind the major influence the external environment can have on public organisations,

the barriers to QM implementation for this study has been classified into two broad categories;

Internal and External barriers, where the internal barriers are those barriers which are within

the control of the organisation and external barriers are barriers which cannot be controlled by

the organisation. Table 2.6 below illustrates the two categories and examples of the barriers

that fall under each category. These barriers are drawn from those gotten from Table 2.5 above.

55

Table 2.6. Internal and External Barriers to QM implementation in the public sector (Source: The Author)

Categories Examples of Barriers

External Barriers Political interference

Bureaucracy

Lack of appropriate information system

Competing management priorities

Poor planning

Management instability

Insufficient facilities

Poor infrastructure

Internal Barriers Lack of top management commitment

Lack of customer focus

Lack of training and education of employees

Resistance to change

Lack of quality measurement

Weak employee commitment and involvement

Weak quality improvement structure

Inappropriate/lack of organisational culture change

Inadequate use of and teamwork and coordination

Lack of recognition system

Lack of a reward system

Lack of organisation communication

Based on the review to identify the common barriers to QM implementation in PSOs, the

barriers are briefly described below as external barriers and internal barriers.

2.9.1 Internal Barriers to QM implementation in public sector organisation

• Lack of top management commitment - Many authors have identified lack of top

management commitment as the number one barrier of QM implementation (Al-Khalifa &

Aspinwall, 2000, p.202, Rokke & Yadav, 2012, p.660, Al‐Zamany, Hoddell & Savage,

2002, p.244, Sebastianelli & Tamimi, 2003, p.45). The success of QM implementation

depends largely on management's ability to lead the organization's quality transformation.

Absence of management commitment to quality is recognised in their inability to give the

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vision and course to the whole organisation to get focused on quality. It could likewise be

recognised in their inability to communicate the vision, not enabling others to follow up on

the vision, not planning for transient successes and not consolidating improvements and

delivering more.

• Employee’s resistance to change- Human workforce is the most important and valuable

asset in any organisation consequently employee’s resistance to change can serve as a great

barrier to QM implementation as identified by Talib & Rahman, (2015, p.608). Employee

may resist implementation of QM initiatives due to many reasons such as a

misunderstanding of the benefits of change, fear due to lack of competence or of assuming

new responsibilities. Kosgei, (2014, p.13) affirms that many of the barriers to QM involve

an element of fear and uncertainty. Changing the culture of an organisation could be

fundamentally the most challenging aspect of the QM implementation process because

resistance to change is human nature. Reger, Gustafson, Demarie, and Mullane (1994,

p.579) provides a method to effectively implement QM using mid-range changes whereby

the magnitude of change introduced is at an intermediate level which is perceived to be

sufficiently large enough to overcome cognitive inertia, but it is not so great that it

overwhelms the organisation.

• Lack of training- training is recommended as an essential element of human resource

inclusion and while most organisations train employees in functional and managerial skills,

training efforts should focus on quality. In the view of Rokke & Yadav (2012, p.661) lack

of training leads to poor competence in fulfilling tasks related to the quality issues.

Effectively training employees in quality issues provides a multiplier effect in improving

the quality of an organisation’s products, services and processes (Khan, 2011, p.159)

• Lack of customer focus- There are also a number of challenges with the customer focus as

noted by some authors (Sebastianelli and Tamimi, 2003, p.243; Rokke & Yadav, 2012,

662). PSOs rarely involve their customers during the QM implementation process (Mosa

deghrad, 2014, p.328). Customers need to be involved in the process of implementing QM

because their requirements are what should be taken into consideration to improve the

products and services rendered by PSOs. If their needs are not known, then organisations

will not know what areas of improvement to work on.

• Lack of recognition and reward system- lack of incentives for employees in the form of

reward or recognition badly affects QM implementation process. Incentives are important

for employees to feel that their hard work and useful ideas are valued by the organisations.

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To reflect this, employees who have outstanding performance should be recognised and

rewarded financially or with other tangible rewards such as shopping vouchers, trainings or

a holiday (Nasir, 2015, p.7).

• Lack of quality measurement- studies identified that many organisations find it difficult to

measure results of quality implementation (Hassan & Fan, 2016, p.2; Mosadeghrad, 2014,

p.330). Lack of meaningful measurement can be a strong barrier to QM as it is a critical

feature of QM. Without proper measurements, organisations can not recognise and reward

performance of outstanding employees. Organisations which do not carry out self-

assessment will not know what processes, products or service have improved or needs

improvement in the organisation (Mosadeghrad, 2014, p.330).

• Lack of organisation communication-poor organisational communication can cause

employees to feel ignored and become dissatisfied with quality related issues in the

organisation. Employees might feel that the senior management wants to take credit for all

the improvements achieved in the organisation. This can be eradicated by having a two-

way communication in the organisation which will facilitate employee involvement and

participation (Lasrado, Arif, Rizvi & Urdzik, 2016, p.7).

• Weak or lack of employee commitment and involvement- employees need to be motivated

and encouraged for their involvement; such involvement can be increased if employees

develop a sense of belonging to the organisation (Lasrado et.al, 2016, p.7). Employees’

confidence in the senior management plays a key role in the success of the success of QM

implementation (Islam, 2007, p.4; Janassen, 2004, p.210). When employees see that their

suggestions are not considered and applied in the organisation, they may begin to feel that

they are not valuable assets for the organisation and likely show less commitment to

implementing quality improvement initiatives in the organisation. Every employee should

be encouraged to participate in the implementation process of QM (Lasrado et.al, 2016,

p.7).

• Weak quality improvement structure- QM requires a suitable quality structure to be

implemented successfully. However, some PSOs do not have QM structures and systems

established in their organisation to support QM implementation (Mosadeghrad, 2014,

p.330).

• Inappropriate/lack of organisational culture change- factors such as a bureaucratic

management style can impede QM implementation. Management should compare the

working culture necessary for successful implementation of QM and change the

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organisation’s culture where necessary to facilitate QM implementation. This can be

achieved by collecting data concerning the present management style and the disadvantages

it has, this will help the managers focus on what specifically needs to change (Shibani et.al,

2010, p.307).

• Inadequate use of and teamwork and coordination- lack of teamwork and coordination can

sabotage the process of QM implementation.

2.9.2 External barriers to QM implementation in public sector organisations

• Lack of resources- studies indicate that having adequate resources play an important role in

implementation of QM initiatives and so having insufficient funding is a major barrier in

the way of effective implementation of QM (Sajjad & Syed, 2017, p.5; Catalin, et. al, 2014,

p.1238). Public sector organisations do not have direct financial control and are required to

spend funds allocated to them from the government through the heads for which the funds

were released (Sajjad & Syed; 2017). Sometimes these resources are inadequate, making it

difficult for organisations to allocate substantial amounts of funds for quality initiatives.

Having inadequate funds leads to slow progress and dissatisfaction when the expected

outcomes are not accomplished on time. It is common to therefore, see public organisations

who are impatient to see the outcomes of QM implementation get disillusioned and abandon

it.

• Bureaucracy deep-rooted in the government system can act as a major barrier to QM

implementation. The structural frameworks of PSOs are usually provided by the government

of the country which is usually bureaucratic (Kozhevina, 2015, p.4). Excess layers of

management quite often lead to replication of duties and responsibilities and slows down

decision making. Excess time could be spent in trying to obtain or pass across a piece of

information causing delay in getting things done in the organisation (Shebbs, 2015, p.50).

This could become tedious for employees causing them to leave the quality implementation

in the organisation to be a management’s job (Patro, 2013, p.2691). It is contended that

bureaucratic structural framework in the government system can inhibit creativity and

innovation of the public sector due to extended periods of working in isolation. Creative

ideas are more often the product of interaction and influence, rather than remote working

(Lasrado et.al, 2016, p.7).

• Management instability and competing management priorities - when QM is not treated as

a key strategic issue on the top management’s agenda in PSOs, organisational goals and

priorities change with every new top management team. When the government appoints a

59

Minister overlooking the affairs of an organisation or changes the Director in the

organisation, plans and priorities usually change as well. This instability in management

can affect QM implementation as the new management might implement some changes

which will affect the QM implementation process or even stop the process of

implementation (Samarasinghe, 2009, p.141).

• Poor planning such as the late passing of a country’s budget can affect QM implementation

in PSOs which depend on the funds from government to carry out projects and programmes.

Lack of resources is also a result of poor planning. Strategic planning by the government

ensures that resources are available for PSOs to carry out projects and improve the quality

of their processes, products and services (Mosadeghrad, 2014, p.330).

• Not having an efficient information system which allows free information flow can affect

decision making by policy makers. When policy makers do not have enough information

concerning the activities of an organisation, they can make decisions that are detrimental to

the implementation of quality management initiatives such as cutting budgetary allocations

to the organisation or implementing administrative policies which will affect the operations

of organisations within a sector (Shebbs, 2015, p.50; Scorsone, 2008, p.63). Information

sharing in the form of periodic reports on the performance of PSOs are considered to be

vital for the successful implementation of QM, therefore, an effective information system

should be in place to enable policy makers obtain the necessary information which will

enable them make decisions that will be of benefit to the QM implementation process in

PSOs.

Information sharing between PSOs, can also stimulate creativity and cause these

organisations to innovate ways to facilitate QM implementation in their various

organisations.

• Inadequate infrastructure- failure to provide adequate infrastructure to support quality

improvement programmes is another major barrier to QM implementation (Mosadegrad

2013, p.150). Core infrastructure such as electricity and telecommunications facilitate the

implementation of QM for the production of quality products and services (Obokoh &

Goldman, 2016, p.5; Oyedele 2012, p.1). Inadequate infrastructure creates a poor work

environment for employees in PSOs (Catalin, et. al (2014, p.1238). It is important for the

government to pay attention to the state of existing infrastructure available to PSOs as this

has been seen to be crucial to the implementation of QM (Isa & Yusoff, 2015, p.2).

60

• Political interference badly infects the outcomes of an organisation. There is the need to

minimise the interference of politicians to ensure effective implementation of QM and merit

policy. Studies revealed that due to pressure from politicians, PSOs are prone to employ

more employees than they need (Orumwense, 2014, p.3). This can have an effect on the

resources provided to run the affairs of such organisations. Funds meant to carry out quality

improvement projects can be diverted to paying staff salaries instead. Political interference

can also be in the form of governmental regulations which can have a detrimental effect on

QM implementation in PSOs (Anthony et.al 2017, p.1404; Suleman & Gul, p.131).

Studies show that it is important for organisations within the public sector who are in the

process of implementing QM initiatives to be aware of the barriers which they will encounter

in their journey. Identifying barriers to QM implementation and ranking them from major

barrier to least barrier is important for top management of public organisations and policy

makers to easily identify the top most critical barriers and the least critical barriers and

understand areas to commit public resources to in order to support public sector organisations

in their quality improvements efforts (Jacobson, 2008, p.8)

Summary of chapter

QM is a philosophy regarding constant development. Every organisation plots its own

customised route to success making use of QM principles, tools and techniques along the way.

In implementing QM, public organisations must take account of a number of distinctive

features because public organisations have a unique mission and have to address different

requirements from a wide range of customers.

This chapter has discussed the definitions and historical development of quality management,

the benefits of quality management, various approaches to QM implementation, its application

in the public sector, factors which are critical for successful implementation of QM and

challenges which act as barriers to the successful implementation of QM in public sector

organisations.

The literature however shows that most of the studies on QM in Nigeria are focused on the

application of quality in manufacturing and services, mostly in the private sector. Although

there are some studies of QM implementation in the public healthcare and education sectors, a

study of the employee perceptions of factors for successful implementation of QM in a

government agency or was not found. This study attempts to examine how employees perceive

61

the factors impacting on QM in different organisations of the Nigerian public Sector. In the

next chapter, the research methodology and instruments utilised for data collection to achieve

the research objectives are discussed.

62

CHAPTER 3

METHODOLOGY

3.1 Introduction

This chapter discusses the research philosophy, approaches and methods of data collection and

data analysis. This chapter additionally discusses how the researcher embraced an appropriate

research design to achieve the research aims and objectives and presents rationales for the

research design and method adopted for this study. This research is both descriptive and

exploratory in nature allowing the researcher to explore a phenomenon, which is how quality

management implementation occurs in two Nigerian public sector organisations.

3.2 Research Design

The research design can be depicted as the plan via which the aims and objectives of the study

are acheived. It features how the data will be collected, analysed, interpreted and reported.

According to Creswell, (2014, p.20), presenting these approaches forthright helps as useful

direction during the research and ultimately, how elucidations will be created from the research.

Setting out the research design involves the selection of the research philosophy, approaches,

data collection methods, strategies, and data analysis techniques, which all affect how the

research aim and objectives are realized.

As a guide “The Research Onion” model, created by Saunders, Lewis & Thornhill (2016,

p.124), is used to describe how this research has been planned to achieve the research objectives

beginning with the research philosophy discussed in the next section. Note that the highlighted

words in figure 3.1 represent the choices used by the researcher in this research.

Figure 3.1. The Research Onion adopted from Saunders et al. (2016, p.124).

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3.2.1 Research Philosophy

This refers to a system of beliefs and assumptions about the development and nature of

knowledge (Saunders et al, 2016, p. 124). In other words, the belief in the ways data about a

phenomenon should be collected, analysed and used. Determination of a suitable research

philosophy advises the researcher’s choice with respect to the research approaches and

methods. To ascertain the research philosophical position, it is critical to initially comprehend

three key perspectives which reflect on the research philosophy. They are; Ontology,

Epistemology and Methodology (Guba & Lincoln, 1998, p. 109)

3.2.1.1 Ontology relates to the nature of reality, to the study and nature of being and to our

ways of being in the world. (Zikmund, 2015, p. 57). For Guba and Lincoln (1998, p. 109) the

ontological question to answer is; “What is the nature of reality, and what is there to be known

about it?”. Two ontological positions are available to researchers; Objectivism and

Subjectivism. Objectivism implies that social phenomena confront us as external facts beyond

our reach or influence (Bryman & Bell, 2015, p. 32). Objectivism incorporates the assumptions

of the natural sciences. Ontologically, objectivists consider social beings to be like physical

objects of the natural world and epistemologically, objectivist look to find certainties about the

social world through the mechanism of observable quantifiable facts from which law-like

speculations can be drawn about the all-inclusive social reality (Saunders et.al 2016, p. 128).

Although this is an ontological position common with the natural sciences some researchers in

the social sciences still use the objectivist ontological position (Matthews & Ross, 2010, p. 26).

Alternatively, Subjectivism affirms that social truth is produced using the observations and

coming about activities of social entertainers (Saunders et.al 2016, p.130). A subjectivist

researcher thinks about himself/herself as a major aspect of the social world and brings his/her

own undertones and understandings to his/her investigation (Matthews & Ross, 2010, p. 26).

3.2.1.2 Epistemology the other key assumption is the theory of knowledge and how we know

things (Matthew & Ross, 2010, p. 18). According to Guba and Lincoln (1998, p. 109) the

epistemological question to answer when determining the research philosophy is; “What is the

nature of knowledge and the relationship between the researcher and the participants?”

3.2.1.3 Methodology is described by Schwandt (2007, p. 190) as, “the process of how we seek

out new knowledge, the principles of our inquiry, and how the inquiry should proceed”. While

Krauss (2005, p.759) states that “the methodology identifies the particular practices used to

reach knowledge”. According to Guba and Lincoln (1998, p. 109) the methodological question

64

to answer when determining the research philosophy is “How can the researcher go about

obtaining the desired knowledge and understanding?”

Having an awareness of ontology, epistemology and methodology enables a researcher to

adopt an appropriate philosophical position among the four philosophical positions which are;

positivism, critical realism, interpretivism, postmodernism and pragmatism (Saunders et al.,

2016, p. 136).

3.2.1.4 Positivism- this philosophical stance is adopted by most natural researchers. It narrates

the procedure of observing social reality to produce a law-like overview similar to the outcome

of natural research (Saunders et al., 2016, p. 151). A positivist way to deal with social research

normally implies: quantitative information is gathered; parts of the social world or social

phenomena are estimated and causal connections between various parts of the social world are

looked for. Huge data sets and statistical analysis are frequently utilized (Matthews & Ross,

2010, p. 27).

3.2.1.5 Interpretivism is considered to be contrary to positivism in the sense that it depends

on the view that a strategy is vital that regards the contrasts among individuals and objects of

the natural sciences and along these lines requires the social researcher to get a grasp on the

significance of social activity (Bryman & Bell, 2015, p. 29). An interpretivist approach

normally has the accompanying highlights: Knowledge assembled incorporates individuals'

translations and understandings. The principle focus is around how individuals decipher the

social world and social phenomena, empowering alternate points of view to be investigated.

The researcher is interpreting other people’s understanding in terms of the theories and

concepts of the social researcher’s discipline – studying the social phenomenon as if through

the eyes of the people being researched. The researcher works with the information

accumulated to generate theory (Matthews & Ross, 2010, p. 29).

3.2.1.6 Critical realism is a philosophical stance which accepts the autonomy of reality from

the mind and context (Bryman & Bell, 2015). A critical realist’s way to deal with social

research normally implies: uncovering concealed structures and systems; revealing power

relations and predominant belief systems; inquire about that prompts activity; gathering

qualitative and/or quantitative data (Matthews & Ross, 2010, p. 30).

3.2.1.7 Postmodernism underlines the job of language and of power relations, trying to address

acknowledged perspectives and offer voice to alternative marginalised opinions (Saunders et.al

2016, p. 141). A postmodernist researcher would normally concentrate on the continuous

65

procedures of sorting out, overseeing and requesting that establishes substances. They would

challenge organisational concepts and theories and try to show what viewpoints and realities

they avoid and leave quiet and whose interest they oblige. A postmodernist is open to the

deconstruction of any types of data and embraces in-depth inquiries of phenomena (Saunders

et.al 2016, p. 142)

3.2.1.8 Pragmatism depicts research as a process where ideas and theory are speculations of

our past activities and encounters, and of interactions we have had with the environment

(Sekaran & Bougie, 2013, p. 30). Pragmatism is a middle-way philosophical stance (Saunders

et.al 2016, p. 143). This philosophical stance allows the researcher to pick numerous or mixed

methods that are believed to be reasonable to answer the questions, which may incorporate

distinctive philosophical positions (Holden & Lynch, 2004, p. 406). A pragmatist

acknowledges that there are a wide range of methods for translating the world and undertaking

research (Saunders et.al 2016, p. 144). This philosophical position has been adopted for this

research.

3.2.1.9 Rationale for choice of Research Philosophy

Holden and Lynch (2004, p.405) have argued that there is no correct or incorrect research

philosophy. Others agree that what is important is using the most suitable methods to answer

the research questions (Connell & Nord, 1996, p.410; Hughes & Sharrock, 2016, p.16).

Denscombe (2014, p.4) also suggests that researchers recognize the distinctive research

alternatives that are accessible and settle on a justifiable decision as a major aspect of the

research design process. Therefore, the rationale upon which the decision of using a pragmatic

philosophical stance has been provided.

In this study, the pragmatic philosophical stance assumed for this research was based on the

nature of the research objectives studied. The study made use of multiple methods and included

some research characteristics of the positivist and interpretivist philosophical stances. The

research used a positivist stance by employing a survey to determine the QM factors and

perceived level of implementation of the identified factors. A positivist approach was suitable

as it is inclined to the use of questionnaires for data collection and numerical analysis for

precise hypothesis testing. The positivist stance focuses on discovering statistically measurable

and reliable facts leading to the production of trustworthy and meaningful data. Furthermore,

positivist research makes use of a structured methodology to enable replicability (Saunders

et.al, 2016, p.138). An interpretivist stance was also adopted for this study making use of

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interviews which focused on understanding employees’ perception of the implementation of

QM factors within their organisations. This choice is based on the possibility that there is more

than one reality out there and it is expected that the researcher’s thinking is shaped to some

extent by their own experience as a member of the social context within which the research is

taking place (Denscombe, 2014, p.2). The perceptions of QM implementation are not formed

and set by just social interaction, but rather they change continuously. A pragmatic stance was

therefore adopted for this study as it allowed the researcher to be flexible to adopt the most

practicable approach to address the research questions.

3.2.2 Research Approach

This refers to the strategies and procedures utilised by the researcher to carry out the research.

There exist three approaches: inductive, deductive and abductive. Trochim, Donnelly, and

Arora (2015, p.25) portray the inductive and deductive research approaches as the “top-down

approach and bottom-up approach”, respectively. These approaches recommend the

framework by which the research is being approached; either by testing existing theories or

building new theories from observations. In general, the inductive approach is a “theory

building process”, whereas the deductive approach is a “theory testing process” (Hyde, 2000,

p. 83). In the case of the inductive approach, the researcher begins the research by gathering

data to investigate a phenomenon and afterwards analyses it to develop a theory (Saunders et

al., 2016, p. 145). With the deductive approach the researcher begins with theory developed

from literature and then creates a research strategy to test the theory. (Saunders et al, 2016, p.

144). According to Trochim, Donnelly & Arora (2015, p.23), when using a deductive approach,

the researcher implements suitable methodologies to accept or reject the hypothesis; the

deductive research approach begins from theory and ends in confirmation.

Then there is the abductive approach, where the researcher gathers data to investigate a

phenomenon, identifies themes and describes patterns to produce a new or modify an existing

theory which is afterward tested via additional data gathering (Saunders et al, 2016, p. 145).

This is the approach the researcher has adopted for this research.

3.2.2.1 Rationale for choice of Research Approach

Due to the nature of this research, the abductive research approach was adopted to achieve the

research objectives. Following the deductive research approach by moving from theory to data,

the researcher examined the literature to determine the QM factors which were used to design

a questionnaire for data collection. The questionnaire produced numerical data which has to be

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statistically analysed. Then again, an inductive approach was trailed by conducting face-to-

face semi-structured interviews. The data collected through the interviews was analysed to

categorise emergent themes which were used to form new theories based on the employees’

understanding of QM implementation. This approach is projected as a way of overcoming the

limitations linked with inductive and deductive positions (Bryman & Bell. 2015, p. 27) and is

often advantageous, although one approach or another is often the dominant approach

(Saunders et al, 2016, p. 149).

3.2.3 Research Choice

This refers to the choice a researcher makes as to whether to select a qualitative, quantitative

or combined quantitative and qualitative data collection strategies and processes (Saunders, et

al., 2016, p.164). Various authors have provided definitions to distinguish these research

choices, Bryman & Bell, (2015, p.37-38) define qualitative research as a research strategy that

typically highlights words as opposed to measurement. Qualitative research is not interested

with numerical illustration, but with the in-depth understanding of a given issue. It is interested

about parts of reality that cannot be evaluated, concentrating on the comprehension and

clarification of the elements of social relations. Queirós, Faria & Almeida, (2017, p. 370) posit

that the goal of qualitative methodology is to deliver in-depth and illustrative information in so

as to comprehend the different elements of the issue under analysis. Qualitative research makes

use of research strategies such as focus groups, case studies, interviews (structured,

unstructured and semi-structured), observation, ethnography and field research. The essential

quality of the qualitative approach is the capacity to test for basic values, convictions, and

presumptions (Yauch & Steudel, 2003, p. 472). This approach delivers the detailed depiction

of participants’ feelings, conclusions, and encounters; and translates the implications of their

actions (Rahman, 2017, p. 104). Maxwell, (2012) also sees the qualitative research approach

as a research design that has an adaptable structure and can be built and remade to a more

prominent degree. On the other hand, there are weaknesses with the qualitative research

approach, first of all, the procedure is considered time-consuming, Secondly, an important

problem could go overlooked or be ignored as Silverman (2013, p.9) argues, qualitative

research approaches sometimes forget about logical sensitivities and concentrate more on

implications and encounters. Thirdly, Sallee and Flood (2012, p.139) found that policymakers

give low validity to results from qualitative approaches and often prefer the use of quantitative

research when research is required. Fourthly, the sample size in qualitative research is usually

small, and raises the issue of generalizability to the entire populace of the research (Thomson,

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2011, p.79). Lastly, interpretation and analysis of qualitative data are considered to be more

difficult and take a considerable amount of time (Berg & Lune, 2012, p. 4; Flick, 2011, p.103)

By contrast, Bryman & Bell, (2015, p.37-38) define quantitative research as a research strategy

that emphasises quantification in the collection of data. Quantitative research methods are

portrayed by the gathering of data which can be analysed numerically, the results of which are

commonly presented utilizing measurements, tables and charts. According to Rahman, (2017,

p. 105), this research method endeavours to investigate the responses to the inquiries beginning

with what number of, the amount, to what degree. In other words, the method lays emphasis

on estimating variables that exist in the social world. Quantitative research methods make use

of research strategies such as field experiments, simulations, surveys, correlational studies and

multivariate analysis.

The advantages of quantitative research, as described by Rahman, (2017, p, 106) are that it can

be conducted and assessed quickly, quantitative findings can probably be generalised to a

whole population or a sub-population as it involves a larger sample which is randomly chosen

and data analysis is less tedious as it utilizes statistical software. However, the weakness

associated with quantitative research is that it neglects to ascertain in-depth, fundamental

meanings and clarifications. It cannot represent how the social reality is formed and

maintained, or how people translate their activities and others (Blaikie, 2010, p.200). A further

weakness of the quantitative research approach is, it has tendencies of taking a snapshot of a

phenomenon: It measures variables at a specific moment in time, and disregards whether the

photograph happened to catch one looking one’s best or looking unusually disarranged

(Schofield, 2007 cited by Rahman, 2017, p, 106). Quantitative research usually overlooks the

respondents’ experiences and perspectives in highly controlled settings (Ary, Jacobs, Sorensen,

& Walker, 2013, p.25) due to a lack of direct connection between researchers and the

participants when collecting data. Also, effective quantitative research usually requires a large

sample size sometimes several thousand. However, a lack of resources sometimes makes large-

scale research of this kind impossible (Choy, 2014, p. 102)

Saunders et al. (2016, p.165) however see the distinction of qualitative and quantitative

research as both complicated and confining because in reality many business and management

research designs combine qualitative and quantitative components. They give two examples to

further stress the point, the first is of a research design making use of a questionnaire but

including open questions so that respondents can provide answers in their own words instead

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of ticking the suitable box similar to the case in this research. Furthermore, some qualitative

data can be analysed quantitatively or can be used to design an ensuing questionnaire.

Some researchers like to be known as qualitative researchers; others like to be known as

quantitative researchers. However, there is no best approach between both research

methodologies due to the existing strengths and weaknesses among both types of research

methodologies (Rahman, 2017, p.102; Queirós et. al, 2017, p. 370). A research design can

make use of only one data collection technique and a commensurate analytical procedure, or

alternatively, can use more than one, also known as multiple methods, to address the research

question. A research design can also be a mixed method research which is a part of multiple

methods research that combines the utilization of quantitative and qualitative data collection

techniques and analytical methodologies (Saunders et.al 2016, p. 169).

Creswell (2014, p. 62) warns that combining methods is challenging and should only be

undertaken when there is a specific reason to do so. Greene, Caracelli, and Graham, 1989 cited

by Creswell (2014, p. 62) give a list of five broad reasons for mixing methods as; triangulation,

complementarity, development, initiation, and expansion. Bryman (2006) has also provided a

detailed list of 16 reasons based on researchers’ practices. They include; triangulation or greater

validity, offset, completeness, process, different research questions, explanation, unexpected

results, instrument development, sampling, credibility, context, illustration, utility or

improving the usefulness of findings, confirm and discover, diversity of views, and

enhancement or building upon quantitative and qualitative finding.

Researchers have to decide where and how to mix the quantitative and qualitative research

approaches. A researcher can decide to mix at the level of design, mix during data collection,

mix during data analysis or mix during interpretation (Creswell, 2014, p. 66). Six major mixed

methods designs have been recommended by Creswell, (2014, p. 66). These designs provide a

useful framework for researchers working to design their own studies. The six basic mixed

methods designs are the convergent parallel design, the explanatory sequential design, the

exploratory sequential design, the embedded design, the transformative design and the

multiphase design (Creswell, 2014, p. 66).

For this research, the researcher chose to utilize the convergent parallel mixed method design.

The rationale for this research choice is discussed in section 3.2.4.1 below. By using this

design, the researcher implemented both qualitative and quantitative data collection approaches

concurrently during the same phase of the research process, making use of questionnaires

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(quantitative) and semi-structured interviews (qualitative). The researcher also analysed the

questionnaire data quantitatively and the semi-structured interviews qualitatively before

merging the two sets of results. Figure 3.2 below shows the convergent parallel mixed method

design adopted for this study.

3.2.3.1 Rationale for using Mixed -method Research Choice

The quantitative and qualitative research methods were combined to get a deeper understanding

of how the researched organisations are implementing quality improvement factors, and how

the employees perceive the implementation of the QM factors. Factor analysis and template

analysis were first carried out to identify the QM factors present in both organisations and the

barriers obstructing the implementation of these QM factors. The statistical analysis of the

questionnaires served as the quantitative aspect of this research, that is the numerical

identification of how the organisations are implementing QM. This analysis was additional

tested statistically to show if there are any critical contrasts between the organisations.

However, it was important as well to understand the employees’ perceptions of the

implementation of the identified QM factors and through verbal self-reporting, their attitudes

toward the QM implementation was prompted. It is acknowledged that the organisations are

trying to implement the QM factors, but how are the employees reacting to the process? It was

important to include verbal-reporting in the research because the semi-structured interviews

gave the researcher the opportunity to understand the meanings that participants of the case

organisations, assign to phenomena such as the concept of quality and quality management

implementation. The semi-structured interviews, therefore, formed the qualitative aspect of the

research.

The use of questionnaires to identify the QM factors and barriers present in both case

organisations and semi structured interviews to elicit employees’ perceptions about QM

implementation propounded the need to use a mixed method research design. Making use of

factor analysis, a quantitative research method where frequency and counting are mandatory

and semi-structured interviews, a qualitative research position where the researcher

corresponds with the participants to understand how they feel about the implementation

process.

As two methods were combined together in this study, it was considered vital to establish how

they are combined to achieve the aim of the study because according to Creswell (2014, p.66)

when combining two methods, researchers should be able to make justifiable conclusions in

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working with the two methodologies of research. Access to research participants was

considered here as the researcher had limited time in which access was granted to her for data

collection. This was considered a limitation for the study. To overcome this limitation, the

convergent parallel mixed method design was adopted. Using this method, both quantitative

and qualitative data were collected at the same time, the information derived from the separate

data collected was later combined in the interpretation of the overall results (Creswell, 2014,

p.15). Figure 3.2 below gives an illustration of the convergent mixed method design.

Figure 3.2: The convergent parallel mixed method research design (Source: Creswell (2014, p.69)

3.2.4 Research Strategy

A research strategy can be defined as an arrangement of how a researcher will go about

answering his or her research question. There are several research strategies available which

are appropriate for precise kinds of study: Survey, Grounded theory, Ethnography, Action

research, Case study, Archival, documentary and Experiment research (Saunders et al, 2016,

p. 177). Due to the exploratory nature of this research, the Case study has been chosen from

the available research strategies because other strategies were neither practically appropriate

nor theoretically sensible for the aim of this study.

A survey strategy alone was not favoured for this research on account of the idea of the issue

as it requires a more detailed examination than this strategy permits (Saunders et al., 2016, p.

181). Action and experiment strategies were not applicable because they required greater

association by the researcher in the procedures of the organisations that were considered

(Saunders et al., 2016, p. 178). This was not possible due to time and access limitations.

Quantitative data

collection and analysis

(Questionnaires)

Qualitative data collection and analysis

(Semi-structured interviews)

Interpretation Compare or

relate

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Grounded theory and ethnography have also not been adopted for this study given that while

both theories are for the most part, connected with studies in humanities and sociology

(Saunders et al., 2016, p187), they mainly concentrate on delicate issues, such as the social

relationships between humans (Suddaby, 2006, p.634) and are less effective in research of this

nature as the objective of this research does not only concentrate on delicate issues but on

statistical measurable data as well. Finally, the archival strategy was also inappropriate as it is

limited to the use of administrative records and documents as source of data (Saunders et al.,

2016, p. 183). Administrative records and documents of the researched organisations were

inaccessible to the researcher therefore making it impossible to adopt the archival strategy.

3.2.4.1 Rationale for the choice of Research Strategy

Dul & Hak, (2008, p. 4) define a case study as a study in which one case or a small number of

cases in their real-life context are selected and data obtained from these cases are analysed in

a qualitative manner. The case study research strategy allows for the investigation of a

contemporary phenomenon within a real-life context and facilitates the investigation and

advancement of a detailed understanding of the subject under examination utilizing, cases as

representations also called multiple case studies (Saunders et al., 2016, p. 185).

Yin (2014, p. 16) provides a two-fold definition of case studies. The first part begins with the

scope of a case study;

(i) A case study is an empirical inquiry that

• investigates a contemporary phenomenon in-depth and within its real-world

context, especially when

• the boundaries between phenomenon and context may not be clearly evident

(ii) A case study enquiry

• copes with the technically distinctive situation in which there will be many more

variables of interest than data points, and as one result

• relies on multiple sources of evidence, with data needing to converge in a

triangulating fashion, and as another result

• benefits from the prior development of theoretical preposition to guide data

collection and analysis.

According to Saunders et. al (2016, p.185), a case study has the capacity to generate insights

from intensive and in-depth research into the study of a phenomenon in its real-life context,

leading to rich empirical descriptions and the development of theory. To achieve this, case

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study research frequently uses a mixed methods approach to fully understand the dynamics of

the case.

Regardless of the advantages of case study as research strategy, this strategy has been criticised

for its inability to produce generalizable (Tellis, 1997, p.4), reliable and theoretical

contributions to knowledge, there is also a concern about its lack of vigour, its potential to take

too long and result in massive unreadable documents and its inability to be used for randomized

controlled trials (Yin, 2014, p.20; Saunders et. al, 2016, p. 185). However, Yin (2014, p.21)

addresses these concerns stating that the goal of case studies is to expand and generalize

theories (analytical theories) and not to extrapolate probabilities (statistical generalisation). He

also states that case studies should not be confused with ethnography which usually require

long periods in the field. Yin (2014, p.20) goes on to advise a case study researcher to be

rigorous, following systematic procedures, and not allowing equivocal evidence to influence

the directions of the findings and conclusions.

Yin (2014, p. 18) distinguishes between two case study strategies; the single case study and the

multiple case studies. A single case study approach is chosen because the case is unique or

critical while a multiple case study is chosen to allow replication and is likely to produce more

evidence (Saunders et. al, 2016, p. 187)

This research has adopted the multiple-case design and in selecting the cases (units of analysis),

sampling techniques were deployed. A sample as defined by Bryman & Bell (2015, p.187) is

the segment of the population that is selected for investigation. It is a subset of the population.

The population in this case being public sector organisations within the Nigerian space

industry. Sampling is usually undertaken in research when it is impossible to either collect or

analyse all the available data available owing to restrictions of time, money and often access.

Sampling techniques enable the researcher to reduce the amount of data needed to be collected

by considering only data from a subgroup rather than all possible cases (Saunders et. al, 2016,

p.272). The sampling techniques available are divided into two; probability (or representative)

and non-probability sampling (Saunders et. al, 2016, p.275).

Probability Sampling is associated with a sample that has been selected using random selection

so that each unit in the population has the same chance of being selected. Types of probability

samples are; simple random sample, systematic sample, stratified random sampling, multi-

stage cluster sampling (Bryman & Bell, 2015, p.187-193, Saunders et.al, 2016, p.287-293).

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Non-probability sampling is associated with a sample that has been selected using a non-

random selection method, implying that some units in the population are more likely to be

selected than others (Bryman & Bell, 2015, p.187). Types of non-probability samples are; quota

sampling, purposive sampling, volunteer sampling and haphazard sampling (Saunders et.al,

2016, p. 299-304)

A researcher can decide to use either the probability sampling or the non-probability sampling

techniques. Some research projects use a combination of different sampling techniques,

whatever the choice, it is dependent on access to individuals or organisations (Saunders et. al,

2016, p.305).

For the purpose of this research, the researcher adopted a non-probability sampling technique.

Three types of non-probability sampling technique were used in this study: purposive,

convenience and volunteer non-probability sampling techniques. These are discussed:

• Purposive Homogenous Sampling- the purposive sampling technique, sometimes referred

to as judgemental sampling because it involves the use of judgement by the researcher, to

select cases that will best answer the research questions and meet the objectives. For this

purpose, homogenous sampling was used in selecting the two case organisations due to

the fact that they are both public sector organisations within the Nigerian space industry

and they have embarked on implementing a quality management system within their

organisation.

• Convenience Sampling was also adopted. This technique involves choosing cases which

are most promptly open to the researcher, for instance through known contacts who

consent to take part in the research (Kumar, 2014, p.368). The researcher adopted this

sampling technique as both case study organisations that participated in the study were

readily accessible to the researcher.

• Volunteer sampling- the researcher used the self-selection sampling technique by allowing

individuals within these organisations to identify their desire to take part in the research.

For the first case study organisation, participants who chose to be interviewed and

complete the questionnaires were identified by the researcher based on their current

position within the case organisations. In the second case organisation, due to limited

access, participants who chose to be interviewed and complete the questionnaire, were

recruited by a gatekeeper. The gatekeeper in this organisation is the head of the customer

service unit.

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Figure 3.3 below gives an illustration of non-probability sampling techniques with the

highlighted boxes representing the specific sampling techniques adopted for this study.

Figure 3.3 Non-probability Sampling Techniques (adapted from Saunders et.al 2016, p.295-

303)

Therefore, the research has a sample size made up of two case study organisations. The sample

of respondents selected for this research are representatives from organisations which already

have a quality management system. The organisations have been selected based on location,

which is Abuja, Nigeria. These representatives were made up of management and non-

management employees who have spent a number of years in the organisation.

3.2.5 Time Horizon

Cross-sectional or longitudinal time horizons are available for the conduct of research. Cross-

sectional research involves the investigation of an event at a specific time on the other hand,

longitudinal research is research carried out over an extended time (Saunders et.al, 2016, p.

200). This research is a cross-sectional study with data collected between May 2017 and June

2017, with the researcher visiting both organisations at short intervals. Constraint in access to

employees of case organisations had an impact on the time horizon of this study.

Non Probability Sampling

Quota Sampling

Purposive Sampling

Homogenous Sampling

Heterogenous Sampling

Extreme/Deviant Sampling

Typical Sampling

Theoritical Sampling

Haphazard Sampling

Convenience Sampling

Volunteer Sampling

Snowballing

Self selectionSampling

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3.2.6 Data Collection

For purpose of this study, questionnaires and interviews were adopted. These data collection

methods are discussed in this section.

3.2.6.1 Questionnaire

For quantitative data collection, this research made use of questionnaires (see Appendix 7).

The questionnaire is a research technique that comprises of statements or questions intended to

get responses from respondents to gather essential information to achieve the research

objectives (Bajpai, 2011, p. 71). Examining the employees’ experience of the implementation

of quality management principles is among the research objectives that prompted the collection

of quantitative data.

The design of a questionnaire varies according to how it is delivered, returned or collected and

the amount of contact with the respondents. The different types of questionnaires include; self-

completed questionnaires (internet questionnaire, postal questionnaire and delivery and

collection questionnaire) and interviewer-completed questionnaire (telephone questionnaire

and face-to-face questionnaire) (Saunders et.al, 2016, p.440). For this research the delivery and

collection questionnaire were used where the questionnaire was delivered by hand to the

respondents and collected later. This was the preferred method due to an unreliable postal

system and a lack of use of email system in the case organisations. However, there are

weaknesses in the use of this method such as no influence over who finishes answering the

questionnaire, the probability of delay in waiting for respondent answers, incomplete

responses, no plausibility of help to respondents and the possibility of a small amount of

questionnaires given back to the researcher (Connaway & Powell, 2010, p.147; Collins, 2010,

p.128). The researcher took all these issues into consideration and tried as much as possible to

limit these weaknesses by preparing an informed consent sheet including information about the

questionnaire collection and details of the researcher in case of any inquiry. The researcher also

asked the gatekeepers to distribute and collect the questionnaires from each management and

non-management level within the organisation.

The design of the questionnaire included two types of questions; Open (sometimes referred to

as open-ended) and closed (sometimes referred to as close-ended). Open questions allow

respondents to give answers in their own way while closed questions provide a number of

alternative answers from which the respondent is instructed to choose (Saunders et.al, 2016,

p.452). The questionnaire instrument contained five main sections. The first section contained

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demographic information where participants were requested to select their gender, educational

level, current position in the organisation and years of experience in the organisation. In the

second section participants were requested to assess variables based on literature review related

to challenges faced by their organisations. The questionnaire was created using a 5-point Likert

quantitative scale to measure participants’ opinions (Bartikowski, Kamei & Chandon, 2010,

p.180). The rationale for using a 5-point Likert scale is discussed in section 3.2.7.3. To give

exact and reasonably estimable answers for the questionnaire, the cut-off value of the Likert

scale was set as follows; 1= Strongly disagree, 2= Disagree, 3= Neither agree nor disagree, 4=

Agree, 5= Strongly agree. This section also contained an open-ended question to allow the

respondents to state other challenges from their view that had not been provided. This part was

later analysed qualitatively. In the third section of the questionnaire, participants were asked to

select from a number of variables, the improvement approaches of quality management that

have been implemented in their organisation. As more than one improvement approach can be

implemented, the participants were instructed to select as many as has been implemented. In

the fourth section of the questionnaire, participants were requested to assess variables,

determined from the literature review of related principles which in their opinion, must be

present for the successful implementation of quality management. In the fifth section,

participants were again requested to assess variables, determined from the literature review of

related of barriers hindering the successful implementation of a quality management within

their organisation. This section made use of a Likert type scale with the following labels; 1=Not

a Barrier, 2=A weak barrier, 3= I don’t know, 4= A strong barrier, 5=A very strong barrier.

The variables used in the fourth and fifth sections of the questionnaire were adapted from the

research instrument used by Elfaituri (2012).

3.2.6.2 Interviews

Interviews were adopted for this study based on the belief that they give researchers the

opportunity to gain insights into how people interpret their surroundings (Ang, 2014, p. 147).

The qualitative research methodology recognises three types of interviews: semi-structured,

structured and unstructured. Each one of the three forms is suitable for certain types and

purposes of research. In this research, interviews were generally semi-structured whereby the

interview were largely prepared and followed a structure but also left some possibility to ask

follow-up questions, leave out or reorder questions, depending upon the answers (Bryman and

Bell, 2015, p.480). This technique depended on a one-to-one individual interview which

allowed the researcher to understand, in detail, the opinions of the management and non-

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management staff regarding challenges both organisations face, quality improvement efforts

and identifying barriers to implementation of a quality management system, to explain any

vagueness and enable the participant to verify their responses and prevent any

misunderstanding (Klenke, 2008, p. 132; Bowling & Ebrahim, 2005, p. 209).

The researcher used an interview guide (see Appendix 8), which served “to ensure that the

same basic lines of inquiry were pursued with each interviewee” (Patton, 2002, p.343). An

interview guide or schedule was also used during the interviews, to ensure that the researcher

did not get carried away and deviate from the original objective of the study. In this research,

the interview process was audio taped and notes were taken during the interviews for cross-

checking and verifying data against the audio tapes.

3.2.6.3 Rationale for use of Data collection methods

Utilising semi-structured interviews has the advantage of producing rich and detailed data

about individual experiences and perspectives, flexibility and use of smaller samples to

generate adequate data (Braun & Clarke, 2013, p. 80). This research involved two case studies

and therefore produced a small sample size. Using semi-structured interviews however,

produced enough data to adequately achieve the objectives of this research. Nevertheless, using

semi-structured interviews has limitations which include the possibility of a lack of anonymity,

time consuming for the researcher and participants and a lack of breadth (Braun & Clarke,

2013, p. 80). There are also concerns about reliability/dependability, bias (interviewer bias,

response bias or participation bias), errors because of poor recall, reflexivity (that is, participant

states what interviewer wants to hear) (Yin, 2014, p. 196). Good preparation is key to

minimising or overcoming these limitations and Braun & Clarke (2013, p. 90) suggest testing

and practicing interview technique with a friend or colleague. This was done by conducting

pilot studies with two subject experts (see section 3.2.9.3 below). The researcher made digital

recordings and took notes during all of the interviews. The audio recordings were transcribed

verbatim to reflect and portray the conversation as realistically and accurately as possible in

order to right regular impediments of memory and to allow the assessment of interview

participant's statement over and over (Bryman & Bell, 2015, p.481).

The limited time to conduct this research and limited resources, all influenced the choice of the

questionnaire techniques to gather participants opinion from the different levels within the case

organisations. A five-point Likert scale and Likert type scale were the preferred format for

collecting the data because the Likert scale has a mid-point with one side of the scale showing

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the strength of agreement and the other side showing the strength of disagreement. The mid-

point gives respondents who are indifferent in some cases with their degree of agreement and

therefore have no choice except to take the mid-point. The Likert type scale was also designed

to provide an option for respondents who do not have a response to a question when completing

the questionnaire, therefore the option of I don’t know was included in the scale.

Studies such as that done by Dawes, (2008, p.62) agree that reliability and validity are improved

by using 5 to 7-point scales rather than 2 to 4 scale points. However, scale points higher than a

7-point scale do not improve reliability and validity further.

The number of scale points affects data characteristics such as the mean score, which is the

statistical method used for data analysis in this study. However, Dawes, (2008, p. 72) using 5

point and 7 point scales concluded that data gathered from a 5 point scale format can be readily

transferred to a 7 point scale since the rescaled mean score from both formats showed virtually

no difference between the 5-point and 7-point formats. This suggested that a 5-point scale for

this study would be sufficient.

Moreover, the questionnaire used in this research consisted of five long sections, and so to

minimise the frustration levels of respondents and to increase the response rate and improve

response quality (Sachdev & Verma, 2004, p.104; Babakus & Mangold 1992, p.771), a 5 point

scale point was employed mostly defined as 1 = Strongly disagree, 2= Disagree, 3= Neither

agree nor disagree, 4= Agree, 5= Strongly agree.

A 5-point Likert type scale was utilised in the last section of the questionnaire to keep the

respondents engaged and avoid respondent fatigue (Ben-Nun, 2008). However, in this section

the wording for the 5-point labels was 1=Not a Barrier, 2=A weak barrier, 3= I don’t know, 4=

A strong barrier, 5=A very strong barrier. The midpoint was labelled ‘I don’t know’ to provide

an option for respondents who did not know if it is either a ‘strong barrier’ or ‘a weak barrier’.

Studies have shown that respondents have different interpretations of the mid-point of a scale

even if labelled (Nadler, Weston & Voyles, 2015, p.71; Sturgis, Roberts & Smith, 2012, p.18).

Respondents have interpreted the mid-point to be: Do not know; Unsure; Do not care; No

opinion; Neither; Neutral; Both equal parts of agree and disagree; Undecided; Not applicable

or Unwilling to answer (Losby & Wetmore, 2012). Sturgis et. al (2012, p.18) suggests coding

the mid-point as ‘don’t know’ as their research indicated that a vast majority of the respondents

that chose the mid-point interpreted it as ‘don’t know’. Some examples of studies which have

used ‘don’t know’ as the mid-point include; Brislin &Yoshida, (1993, p.296), Burnard, 1997,

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p.198), Griffin (2008, p.87) and Nathanson (2010, p.104). Therefore, in this research in the

final section of the questionnaire the mid-point in the 5 point Likert type scale was labelled ‘I

don’t know and the numerical value of the mid-point (3) was also indicated to inform

respondents the definition and associated value that would be used in analysing of their choice

when selecting the mid-point of the scale.

3.2.7 Data Analysis

According to Matthews & Ross, (2010, p. 317), the purpose of data analysis is to describe,

discuss, evaluate and explain the content and characteristics of the data that has been collected

in a research project.

This study used a quantitative method (questionnaires) for data collection and qualitative

method (semi-structured interviews).

3.2.7.1 Analysis of Quantitative Data

For analysis of the quantitative data collected using questionnaires, quantitative data was

analysed using statistical techniques to assist in interpreting the results of this study. Selection

of the statistical methods for analysing the data was based on the study’s objectives, the nature

of the data collected and the relationship between the variables used in the questionnaire.

Quantitative analysis was done using SPSS (Statistical Package for the Social Sciences version

16.0) software to handle all numerical information produced from questionnaire for both cases

in this research. The process of analysing the quantitative data included; descriptive, factor and

frequency analysis. Descriptive analysis was used in this study to describe the data and their

characteristics. Frequency analysis was used in terms of means to find the respondents’

demographic characteristics and analyse the level of implementation of QM factors in the case

organisations. Factor analysis was utilized to decrease the large amount of QM variables, and

to test the construct validity of research measures (see section 4.1.4). Factor analysis was also

used to bring intercorrelated variables together under more general underlying variables called

factors which offered the possibility of gaining a clear view of the data and also using the output

in subsequent analyses (Field 2013, p.684). To assess the suitability of the respondent data for

factor analysis, the Kaiser-Meyer-Olkin (KMO) test was used to assess the sampling adequacy

of the data while Bartlett ‘s test of sphericity was used to measure the correlation among

variables (Tabachnick & Fidell, 2007, p.614).

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3.2.7.2 Analysis of Qualitative Data

Data analysis in qualitative research consists of preparing and organising the data for analysis

through a process of coding and condensing the codes, and finally representing the data in

figures, tables or a discussion (Creswell, 2014, p. 180). This was adopted for the analysis of

the semi-structured interviews.

3.2.8.1.1 Transcribing the Semi-Structured Interview Data

The interviews were audio recorded and needed to be transcribed carefully and meticulously.

Subsequent to transcribing, the researcher read through the transcribed interviews to acquire a

general sense of the data and find the codes that be extracted from them for interpretation and

construction of meaning.

3.2.8.1.2 Template Analysis of Qualitative Data

Template analysis was adopted to explore employees’ perception of the implementation of QM

within their organisations. Template analysis is an aspect of thematic analysis focussed on

analysing content and uniting similar themes which develop from the transcript. King (2012,

p.428) describes template analysis as “a particular way of thematically analysing qualitative

data. The data involved are usually interview transcripts, but may be any kind of textual data

including focus group data, diary entries or open-ended question responses on a written

questionnaire”. To carry out the analysis, a protocol was used as advised by Creswell &

Creswell (2018, p.192). This protocol is described below

Step 1. Familiarise yourself with the data- In this step, the researcher read all the transcripts of

the interviews to get a general sense of the information contained in the data and to reflect on

interviews’ overall meaning.

Step 2. Develop initial key ideas- after reading through the transcribed interviews, the

researcher began to develop initial key ideas about the data and to note things of interest as she

read along. The development of emerging concepts as related to the research was also done at

this stage.

Step 3. Identify specific codes for each concept- To conduct a detailed data analysis, a

researcher can decide to use a qualitative computer data analysis program or use hand coding

to organise and search for information contained in databases (Creswell & Creswell, 2018,

p.192). Coding involves “sub-dividing the data as well as assigning categories which are

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allocating units of meaning in the form of labels or tags for inferential or explanatory

information to help compiling in the study” (Dey,2003, p.144). The researcher made use of

hand coding in analysing the data due to the small number of interviews conducted.

Coding categories were developed and attached to different segments of the interview

transcripts to categorise and catalogue various groups of words connected to precise answers

generated in themes. Identification of themes was based on achieving the research objectives

which included identification of factors enabling the implementation of QM and factors acting

as barriers to the implementation of QM factors in the case organisations based on the

perceptions of employees.

Step 4. Improve the Template- this involved reducing or increasing order of codes or themes.

King (2012, p. 426) advises that codes and the template be amended and assembled to give a

premise for connections between codes to be made. Therefore, the initial codes generated were

modified and arranged in a more suitable manner. Some codes had to be deleted as they were

found to be too broad and some other codes were reclassified (King, 2012, p.120). The coding

process of the collected data continued thereafter using an improved template.

Step 5. Analyse for Credibility and Dependability - It is also acknowledged that it is difficult

to decide when to stop changing the codes but King (2012, p.427) suggests that, all sections of

the text should be read through thoroughly about three times to ensure that the template had

reached its final stage. This was done by the researcher and once confident with the developed

template, four randomly selected transcripts were shared with an independent qualitative

researcher to further test the template to ensure the credibility and dependability of the

template. After careful review, the independent researcher agreed with most of the codes and

themes developed by the researcher and recommended the combination of some theme

considering the interconnected narratives on the themes by the interviewees.

Step 6. Finalising the Codes- the researcher was able to develop the final template with the

feedback received from independent qualitative researcher (see Appendix)

3.2.7.3 Cross-Case Analysis

Data analysis in this research was carried out for each case organisation independently (see

chapter 4 and 5) and then a cross case analysis was carried out to cover both case organisations

(see chapter 6) to determine the QM factors critical to QM implementation in the Nigerian

space industry.

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3.2.7.4 Rationale for Data analysis methods

To meet the aims and objective of the research which includes to better understand the

employees’ perceptions of QM implementation, it was essential to use a qualitative study to

uncover these beliefs and feelings towards quality improvement and gain a better

understanding of the phenomenon of attitudes towards the implementation. Also, the use of

template analysis offers the freedom of allowing the themes to emerge from the data collected.

This is acknowledged as an advantage as there is no set rule but it gives structure to the analysis

and further adds credibility to the findings; it offers the framework and layout upon which the

analysis can be developed. King (2012, p. 427) expands on this by stating that “although the

practice is required within template analysis, the methods are more flexible and offer the

researcher more choice and freedom of interpretation and this flexibility allows researchers to

tailor the analysis to match their own requirements”.

However, limitations of template analysis need to be highlighted. It has been described by King

(2012, p. 123) as too prescriptive and that keeping to the strict regime of data collection and

coding would not leave the data sufficiently open to exploring its truth. Nevertheless, this

method of analysis can be considered an advantage because it allows the truth in the data to

emerge without interference. King (2012, p.428) advises that the researcher "must remember

that there are no absolute rules here; in the end, you must define an approach to analysis that

suits your own research"

Using Factor analysis is considered to be particularly useful with multi-item instruments

designed to measure personality, attitudes, behavioural styles, and other multifaceted

constructs. In this research, this was considered useful as the questionnaire contained forty-five

variables designed to identify and measure the QM implementation factors in two case

organisations. The focus of the analysis was to determine the number of factors that account

for quality improvement in the case organisations. Some limitation with factor analysis

highlights the point that in reducing the original variables into a smaller number of factors,

some information is lost, especially, when the number of extracted factors is less than the

original number of variables, then the factors do not clarify all the variance of the original

variables (Grice, 2001, p. 430; Zuccaro 2007, p.513; Breivik & Olsson, 2001, p.170). However,

by extracting a few linearly independent factors, factor analysis provides a method to allow the

information in the correlated variables to be included in the regression. More so, this statistical

method determines the importance of each of the variables in making up factors, rather than

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leaving it to the personal biases of the researcher (Greene, 2003, p.366; Cahill & Sánchez,

1998).

Factor analysis was not the appropriate technique for the analysis of the barriers because it is a

tool for identifying the underlying factors which are considered critical to a concept. Factor

analysis reduces dimensions of correlated variables bringing them together under a set of more

general underlying variables which are usually called factors. The number of factors identified

can be many or few depending on the number of variables used for the analysis. While factor

analysis could have been used to identify the barriers, that are critical to hindering the QM

implementation process in the Nigerian space industry, it could not be used to rank those

barriers in order to tell which of them is having the greatest or least impact on the QM

implementation process. So, for example, factor analysis can identify seven barriers that are

critical barriers such as; lack of funds, lack of facilities, lack of infrastructure, lack of

management commitment, lack of performance measurement, lack of training and lack of

customer focus as critical barriers to QM implementation in an organisation but factor analysis

does not identify which these factors is having the major impact as a barrier. Committing

resources to eliminate the major barrier among seven barriers will have more effect on the QM

implementation process than using the same resources to tackle a barrier which might have the

lowest impact among the seven barriers identified by factor analysis.

Identifying barriers to QM implementation and ranking them from greatest barrier to least

barrier is important for top management of public organisations that have limited resources and

have to eliminate the barriers to QM implementation in order to be successful. It is also

important for policy makers to be able to easily identify the top most critical barriers and the

least critical barriers and to understand areas to commit public resources to in order to support

public sector organisations in their quality improvements efforts (Jacobson, 2008, p.8)

3.2.8 Research Evaluation

This section presents the steps taken to ensure the trustworthiness of this research. The key

aspects which are used to test research quality are classified by Matthews & Ross, (2010, p. 7)

into four key aspects; reliability, validity, credibility and ethical practice. Yin (2014, p.45)

classifies them as construct validity, internal validity, external validity and reliability. Bryman

& Bell (2015, p.168) classify them into two, having subgroups; Reliability (stability and

internal reliability) and Validity (face validity, concurrent validity, predictive validity,

construct validity and convergent validity).

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3.2.8.1 Reliability

Reliability ‘refers to the consistency of the measure of a concept’ (Bryman & Bell, 2015,

p.169). Meaning that research should be done in such a way that when another researcher

carries out the research in the same way, they would expect to obtain the same results or if the

research is carried out again by the original researcher, they would expect to obtain the same

findings (Matthews & Ross, 2010, p. 53; Yin, 2014, p. 50).

Yin, (2014, p. 49) explains that the goal of reliability is to minimize the errors and biases in a

study. Reliability in qualitative research has been described by Stenbacka (2001, p. 551) as “a

quality concept which has to be solved in order to claim a study as part of proper research”.

With quantitative data on the other hand, reliability focuses on the consistency of results and

the robustness of the measures (Cooper & Schindler, 2003, cited by Quinton & Smallbone,

2006, p. 130). Robson (2002, cited by Saunders et. al, 2009, p. 156) describes four threats to

reliability, they are; participant or subject error, participant or subject bias, observation error

and observation bias. There are also some threats related to data collection such as failure of

participants to answer questions, giving several answers to the same question and writing

comments on the margin of the questionnaire which all indicate a lack of reliability (Ihantola

& Kihn, 2011, p.43). Maxwell (2005, p. 108) stated that researcher bias and the influence of

the researcher are threats to the validity of a research.

Different statistical tests are available which are used to evaluate the reliability of quantitative

data such as Cronbach’s alpha coefficient and test-re-test. With test-re-test, a test is

administered to a sample of respondents on one occasion and the re-administered to the same

sample on another occasion to measure the correlation in respondents’ answers (Bryman &

Bell, 2015, p.168). Cronbach’s alpha coefficient is broadly utilised as a measure of internal

consistency or reliability involving computing mean reliability coefficient estimates, in which

the reliability coefficient ranges from 0.679 to 0.893, indicating validity of the dependent and

independent variables (Tavakol & Dennick, 2011, p.53). The Cronbach’s alpha coefficient was

the statistical test used by the researcher to test the reliability of the quantitative instrument

used in this research. According to Nunnally & Bernstein (1994, p. 265), Cronbach’s alpha is

defined as “the ratio of the sum of the covariance among the components of the linear

combination (items), which estimates true variance, to the sum of all elements in the variance

covariance matrix of measures, which equals the observed variance”. The Cronbach’s Alpha

is used to determine whether the survey instrument is reliable, and the data collected can be

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used for further analysis (see section 4.14). Further analysis can only be carried out if the

Cronbach’s Alpha test is passed (Lawrence, 2017, p.7).

3.2.8.2 Validity

Validity ‘refers to the issue of whether or not an indicator (or set of indicators) that is devised

to gauge a concept really measures that concept’ (Bryman & Bell, 2015, p.170). The terms

Credibility, Conformity or Neutrality, Dependability or Consistency and Transferability or

Applicability, are the essential criteria for the quality of qualitative research (Riege, 2003, p.81-

82). Yin (1994, p.10) suggests the need to adopt well-established research methods in the

qualitative investigation and Krefting (1991, p. 216) considers a qualitative study to be credible

or valid, when it presents an accurate description or interpretation of human experience that

people who also share that experience would immediately recognise.

Before conducting the interviews, the researcher met the supervisory team for debriefing

sessions to discuss the interview process, share ideas and discuss alternative approaches. The

debriefing sessions served as an opportunity to develop idea, recognise biases and preferences

and the best way to work around them. In addition, an independent qualitative researcher was

also contacted to test the template for the analysis which further justifies the credibility of the

research (Chenail, 2011, p.1720; Barriball & While, 1994, p.330)

To ensure that the participants provided credible information, they were given opportunities to

stop the interview without needing to provide any reason for doing so and prevent them from

feeling indebted to take part. It was also emphasised that it was completely their own decision

to take part in the interviews. This ensured that only those who were truly willing to participate

and to freely give information, were interviewed.

This study’s mixed method approach also improved the reliability and validity of the research.

To address the threats to the reliability and validity of the research, the researcher conducted a

pilot study. The time for distribution of the questionnaire was also considered, the researcher

avoided distributing the questionnaires during the holiday period. The questionnaire instrument

used to collect quantitative data was first examined by two experts who have experience in the

research topic. This led to modification of the survey format and some of the questions (see

section 3.2.7.2) The questionnaire was then piloted to a group of participants to assess the

clarity of the questions, this also led to modification of a question in the questionnaire. There

was also a pilot of the semi-structured interviews (see section 3.2.7.1). Therefore, all the data

collection techniques were piloted and tested to improve the quality of this research. Also, the

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researcher avoided asking leading questions and informed the participants of their choice to

respond or refuse to respond to an interview question. Furthermore, adopting triangulation by

utilising two data collection methods, improved the validity and reliability of this study.

The background, qualifications, and experience of the researcher also contribute towards the

reliability and validity of the research as the researcher plays a prominent role in collecting and

analysing the data (Shenton, 2004, p.68; Patton, 2015, p.710). Information about and the

position of the researcher, in the context of this study, is presented within the reflexivity section

(section 3.2.9.5) which also includes efforts in evaluating the project repeatedly as it develops.

This conforms with the idea of progressive subjectivity by Guba and Lincoln (1989, p.238)

which involves observing how the researcher has developed over the period of the study.

3.2.8.3 Pilot Studies

A pilot study aims to determine if there are any issues or limitations within the data collection

design and to ensure that research instruments are well designed (Bryman & Bell, 2015, p.273).

This process lets the researcher to evaluate the selected data collection techniques and make

required modifications before carrying out the research. Semi-structured interviews and

questionnaires were the data collection techniques utilised for this research.

Two pilot interviews were conducted with two experts in the subject area to guarantee that the

interview questions were fitting and that the time set for the meetings was satisfactory

(Silverman, 2013, p. 206; Creswell, 2014, p. 165). The pilots identified some flaws in the

questions, it was recommended that the interview questions be broken down and made more

simpler form with the researcher probing the participants using phrases like “Why were they

adopted?” “Can you please describe?” The pilots encouraged the use of such probes during the

interviews, as it would enable the researcher to obtain in-depth narratives of events and provide

in-depth details. Furthermore, the pilot enabled the researcher to establish the timeframe for

the interview to be between thirty minutes to about an hour depending on the interviewee

because it is possible for employees of the case organisations to have a varied knowledge on

the implementation of a quality management system.

The questionnaire was also pilot tested by participants who work in one of the organisations

used in the study. Ten questionnaires were distributed and upon collection, there were

alterations necessary in two of the sections. It was pointed out that one question in the fourth

section of the questionnaire had been repeated and some of the respondents pointed out that

they were not aware of the QM improvement initiatives being implemented in their

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organisations and no option had been provided in the questionnaire for that purpose, therefore

this option was included in the final questionnaire. The researcher also ensured that the ten

employees who completed the piloted questionnaires did not complete the final questionnaires

by informing them that they could not and should avoid completing another questionnaire as

this would introduce bias. (Saunders et.al, 2016, p.473; Teijlingen & Hundley, 2001, p.34)

3.2.9.4 Triangulation

Triangulation refers to the use of more than one method of gathering data to address the same

research question (Matthew & Ross, 2010, p.146). According to Yin (2014, p.122) “the use of

multiple sources would increase confidence that your case study had rendered the event

accurately.”

There are five types of triangulation. They include; data triangulation-making use of alternative

techniques to measure the same concept; researcher triangulation- refers to more than one

researcher using the same sources; theory triangulation- using multiple approaches to interpret

a single set of data; methodological triangulation- focuses on mixed methods of quantitative

and qualitative data (Hair, Wolfinburger, Money, Samouel & Page, 2011, p. 289) and

environmental triangulation- based on using different settings, locations and other

environmental factors that have influence on the information that has been received during the

study (Guion, Diehl & McDonald, 2011, p.2)

There are several benefits in using triangulation for research such as increased confidence in

the research, improved accuracy and production of complementary data that completes the

findings of the research (Denscombe 2014, p. 139; Hair et.al, 2011, p. 289). However, there

are some limitations to triangulation such as it is time consuming, complexity of data analysis,

and the potential risk that data coming from one perspective does not support other perspectives

(Denscombe 2014, p. 139). All these limitations were taken into consideration by the researcher

in the mixed methods design of data collection and analysis which further enhanced the validity

and reliability of the research.

3.2.8.5 Reflexivity

Reflexivity refers to the awareness of the researcher about her role in influencing the research

outcome due to prior assumptions and experiences. Reflexivity has been regarded by authors

as an important feature to be considered at different stages of the research process, that is prior

to, during, and after the study (Saunders et.al, 2016, p.125; Bryman, 2012, p.394; Finlay, 2002,

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p.212). According to Holloway & Biley, (2011, p.971) it is important to include some

background information about the researcher as part of the thesis considering that the

researcher is the key research instrument of the research. Being reflexive in research is

important but can be challenging as acknowledged by Langdridge (2007, p.59) who suggests

that even though there are no laid down principles or guidance on how to evidence reflexivity,

it is recommended that reflexivity should be done before, during and at the end of the research,

which will enable alterations to be made if required. More so, Riege (2003, p.77) states that

discussing reflexivity makes the research more dependable. Following these suggestions, this

section discusses the reflexive considerations made by the researcher to promote a degree of

openness and transparency of the research.

3.2.8.5.1 Standpoint as a Researcher

The researcher is a Nigerian who obtained her undergraduate degree in Chemistry from a

Nigerian University and an MSc in Technology Management from the University of

Portsmouth, UK. Her work experience has involved undertaking a six months internship in a

quality control department of a manufacturing company in Nigeria and working for five years

in the total quality management unit of a public sector organisation in Nigeria. As the researcher

chose to examine an organisation in which she has prior work-experience, and has an internal

perspective of, it is possible that the background and experience of the researcher could have

influenced decisions and interpretations made during the study. Her pre-understanding of the

case organisations may have affected her choices in designing the questionnaire and interview

topics and the overall perception of both organisations. However, the researcher had only

worked in one of the case organisations for five years, she does not claim that she has complete

understanding or knowledge of both case organisations. The risk with the researcher having

experience from the one of the case organisations was that she could neglect other areas of

which she had no insight and only focus on those she had. However, this risk was minimised

by examining literature and utilizing the information found in literary sources to cover the areas

of the organisation which were of interest. Another risk is the fact that the researcher is an

employee of one of the organisations in this study and therefore could hesitate on criticism in

order not to jeopardize her position in the organisation. However, she has employed ways not

to be biased by anonymising the organisations and presenting the results as they are, based on

her theoretical research and not how the organisation would like them to be. The researcher has

presented below, the various reflexive steps taken at the beginning, during and on completion

of the study.

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3.2.8.5.2 Reflexions at the beginning of the Study

On commencing the research, the researcher acknowledged that it would not be possible to

separate her values and assumptions towards the phenomenon being researched due to

circumstantial context and because of this, an interpretivist paradigm was also adopted to

explore the participants’ perceptions towards quality management implementation. By

acknowledging her background before the study, the researcher established an effort towards

ensuring a degree of honesty and transparency, and consequently encouraging a reflexive

approach to the study.

3.2.8.5.3 Reflexions during the Study

Reflexive efforts were made during the research through enormous support received by the

researcher’s supervisory team. Guidance and directions were provided during regular meetings

and also communicated through emails. The researcher was challenged on her decisions and

learnt very quickly to provide justifications for all decisions she made for the study.

To further ensure honesty and openness during the research, a draft of the questionnaire and

interview guide were presented to the supervisory team, and the research instruments were

discussed at a meeting where the supervisors offered their feedback. For the questionnaire, the

researcher was asked to justify why she had chosen certain structures for her question like a 5-

point Likert scale instead of a 3- or 7-point Likert scale (see section 3.2.7.2) and some questions

had to be removed as they were seen to be repetitive. For the interview guide, the feedback led

to the removal of some questions as they were seen to be leading questions. In addition to the

feedback provided by her supervisory team, the researcher carried out pilot studies with the

questionnaires and conducted interview sessions prior to the main interviews. The feedback

from the participants in the pilot study led to a further revision of the questionnaire and

interview guide. This pilot studies made the researcher to develop a better understanding of her

position as a researcher. She became more confident and felt more reassured as she approached

potential participants with a clear questionnaire and interview guide.

The researcher was also able to develop her data analysis skills during the study as she faced

the challenge of learning the process of data analysis, drawing insights from data and presenting

her findings in a way would be easy for readers to understand. During the process of data

analysis, the researcher was able to use various statistical tests to validate her data and test that

her quantitative research findings were reliable (see section 4.1.4). The researcher also

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corroborated with experts in statistical techniques and qualitative analysis to enhance the

validity, reliability, authenticity, replicability, and accuracy of her research findings.

3.2.8.5.4 Reflexions on Completion of the Study

After three years of being involved with this research, there is no doubt that the researcher has

learnt a lot —with the guidance from her supervisory team. Her research skills, academic

writing style and understanding have improved. With this thesis she has been able to contribute

to knowledge and provide a better understanding of quality management implementation in the

context of the Nigerian public sector organisations.

Coming to the end of this research, the researcher is confident to say she has improved from

being a research student basically following the instructions of her supervisory team to taking

charge and responsibility for the research. She has indeed developed from being a research

student to becoming an academic researcher.

3.3 Ethical Considerations

The researcher must be aware of any possible harm, risks, disrespect, mistreatment and

deceptions by the processes, the practice and the questions of the research to the participants

(Eriksson & Kovalainen, 2008, p. 62). An ethical review allows the researcher to conduct a

brainstorm of any possible ethical issues that might arise in the process of carrying out the

research. The researcher considered ethics at all phases of this research, as against the common

misconception that ethical issues only arise at the data collection process (Creswell, 2014,

p.92). There was the use of all conceivable avenues to ensure the consideration and attending

to all anticipated ethical requirements. This was done with the support of research supervisors

and University of Portsmouth Ethical Review Checklist for Staff and Doctoral Students. The

ethical application for this research was sent to the Faculty Research Ethics Committee (FREC)

from which a favourable ethical opinion and guidance was received (Reference number E496).

3.3.1 Seeking Informed Consent

In addition to the ethical requirement for this research, Letters of Invitation and Consent forms

(See Appendices 5, 6, 9 and 10) were prepared to disclose the purpose, aim and objectives of

the research and emphasise the volunteerism of their participation.

Seale (2004, p.512) is of the opinion that informed consent is a crucial aspect of any research,

as the participants need to be sure that they will be treated with respect. In light of that,

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measures were taken to ensure informed consent to participate. Before answering the

questionnaire and prior to the interviews, participants were provided with the informed consent

forms that informed them that participation was optional both for the interviews and

questionnaire and they had the right to withdraw from the research at any time before the data

was analysed. All participants who took part in the interview sessions gave permission to be

audio recorded.

3.3.2 Protection of participants

Ethical guidelines were followed to protect participants from risk (Babbie, 2015, p.65). Contact

details of the researcher were also provided on the invitation letters, giving the participants the

researcher’s phone number and email address, notifying them to contact the researcher if they

had any questions about the research before and after the interviews or answering the

questionnaire. Moreover, neither the case organisations nor the participants incurred any costs

from participating in this research.

3.3.4 Ensuring Confidentiality and Anonymity

To protect the identities of participants and ensure confidentiality, participants where not asked

to provide personal information. Additionally, there was a change of the names of case study

organisations and all interview participant names to maintain anonymity. Questionnaires were

also completed anonymously, as this was one of the conditions given for consenting to take

part in the research. Participants were also informed that the Examiners, Supervisor and other

representatives of the University might have access to the anonymised transcripts. Furthermore,

participants were informed of the likelihood of using their words for publications following the

completion of the study, but they were guaranteed that their identity would be disguised.

Additionally, participants were informed that the data collected via the interviews and

questionnaire, will be stored in a password- secured format on the University’s server.

3.4 Summary

This chapter discussed the key aspects of the methodology used in this research in terms of the

research design, philosophy, approach and methods using the “Research Onion” by Saunders

et. al (2016, p.124) The research made use of questionnaires and semi-structured interviews as

the methods for data collection; the rationale of this choice has been clarified and justified in

this chapter. This chapter also explained how the pilot study was conducted to ensure the

validity of the questionnaires and interviews. The process of the fieldwork was also explained

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in terms of the distribution and collection of questionnaires and semi-structured interviews. In

addition, the chapter discussed reliability and validity, as well as the statistical methods used

in the data analysis to achieve the objectives of this research. Data analysis and the research

findings are be discussed in the next chapter.

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CHAPTER 4

DATA ANALYSIS AND DISCUSSION: SD ORGANISATION

4.0 Overview

This chapter analyses and discusses the quantitative and qualitative data obtained from

questionnaires and semi-structured interviews in the first case organisation named SD for the

purpose of this study.

This chapter has been divided into three parts; Part 1 presents the quantitative analysis of data

collected using questionnaires in this organisation. Part 2 presents the qualitative analysis of

data collected using interviews and part 3 is the discussion of the findings of the quantitative

and qualitative analysis of the questionnaires and interviews.

4.1 Organisational Context: SD

SD is a public organisation that is charged with research and development in all aspects of

satellite technology. SD has 326 employees who work on the development and delivery of

satellite technology services to the citizens of Nigeria. The organisational structure of SD is a

traditional bureaucratic structure, with vertical management layers that include; senior

management, middle management, lower management and non-management staff (source:

Administrative staff, SD). This type of traditional bureaucratic structure is characterised by

top-down, hierarchal, centralised and formal communication (Cordellaa & Iannacci, 2010,

p.54; Haque, Pathrannarakul & Phinaitrup 2012, p.137). At the time of this study, SD has a

quality system in line with the organisations quality policy which aims to achieve excellence

in research and development by complying with national and international standards and

continuous improvement of the organisation’s processes (source: Head of Quality Management

Unit, SD)

4.1.0 Questionnaire analysis

The overall organisation of this part of analysis begins with the respondents’ demographic

information. The second section presents a descriptive analysis of what is perceived by

respondents to be the quality improvement technique(s) implemented within the organisation.

The third section presents the results of factor analysis, content validity and reliability tests for

the variables used in this study to identify the critical success factors of Quality Management

(QM) implementation. The fourth section is an analysis of the level of implementation of QM

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within SD and the difference in perception of the level of implementation of QM across the

different management levels within SD. The fifth section describes the external barriers

hindering the implementation of QM in SD organisation and the last section describes the

internal barriers to QM implementation within this organisation.

4.1.2 Characteristics of the sample

To break down the questionnaire data, descriptive statistics pertaining to the respondents’

profiles, were utilised. These concerned different demographic factors such as gender, age,

educational level, position in the organisation and years of experience within the organisation1

as shown in Table 4.1.

1. Gender - Table 4.1 shows that 71% of 68 respondents are male and 29% are female in this

study.

2. Age of respondents- Table 1 also shows that 46% of the respondents are aged between 21

and 30, 40% were aged between 31 and 40, 13% were aged between 41 and 50, while 1%

was aged between 51 and 60. This information indicates that most of the employees in this

study sample are aged between 21 and 40 years old (86%).

3. Level of Education- As shown in Table 4.1, 6% have a diploma, 31% have a bachelor’s

degree 54% have a master’s degree and 9% have a doctoral degree.

4. Current Position- Regarding the spread of respondents by management level, Table 4.1

shows that 7 % of the respondents were senior managers, 56% were middle managers, 22%

were lower managers and 18% were non-management staff. This result indicates that the

all levels of management within this organisation are represented in this study.

5. Years of Experience- Table 4.1 shows that 15% of the respondents have ˂ 5 years’

experience, 84% have 5 to 10 years’ experience, 1% have 11 to 15 years’ experience within

the industry. This result indicates that the respondents in this sample have adequate

experience within the organisation to be able to provide information on QM

implementation, as most (85%) of the staff have worked in SD for over 5 years.

Table 4.1 below summarises results of the demographic information from both case

organisations

1 Exhaustive enquires to collect comparative data for the whole of SD have not been successful

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Table 4.1: Demographic information of respondents from SD (author’s compilation)

1. Gender Frequency Percentage

Male 48 71

Female 20 29

Total 68 100%

2. Age

21-30 31 46

31-40 27 40

41-50 9 13

≥ 51 1 1

Total 68 100%

3. Educational level

Diploma 4 6

Bachelor’s degree 21 31

Master’s degree 37 54

Doctoral degree 6 9

Total 68 100%

4. Position of respondents

Senior management 5 7

Middle management 38 56

Lower management 15 22

Non-management 10 15

Total 68 100%

5. Years of experience

< 5 years 10 15

5- 10 57 84

11-15 1 1

16-20 0 0

Total 68 100%

Observations from the demographic information;

• The results showed that 86% of the respondents in this organisation were aged between

21 and 40 years at the time the data was collected.

• 9% of the respondents have a doctoral degree, while over half of the respondents (54%)

have a master’s degree.

• Over half of the respondents (56%) are middle managers.

• 85 percent of the respondents have over five years’ experience within this case

organisation.

These statistics indicate that the study population is well educated and probably had little or no

challenge in completing the questionnaires. It also indicates the possibility that the perceptions

of the middle managers might have a greater impact than those of other groups on the overall

results from this organisation.

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4.1.3 Results regarding Quality Management techniques implemented in SD for quality

improvement.

This section presents the results of the QM technique/techniques perceived to be implemented

for quality improvement in SD. Respondents were asked to identify a technique or techniques

that are being implemented, where more than one technique could be identified by a

respondent. The technique with the most points was judged by the researcher, to be the most

recognised QM technique perceived by employees to be implemented by the organisation.

Respondents were also provided with the opportunity to add other QM techniques that had not

been already stated in the questionnaire. The results are presented in Table 4.2 below;

Table 4.2: Quality Management techniques implemented for quality improvement in SD as perceived by

respondents (source: The Author)

Quality Management Techniques Response Percentage

Quality control/Quality assurance 37 49%

I do not know 13 17%

TQM 11 15%

Quality circles 5 7%

Lean management 4 5%

Just-In-Time 4 5%

Lean Six Sigma 1 1%

5S 1 1%

Six Sigma 0 0

Total 76 100%

In total, 76 responses were gotten. Quality control/Quality assurance ranked number one as

49% of responses indicated that it is a QM technique implemented in SD. 17% responded that

they do not know the QM technique implemented in SD. 15% of the responses indicated that

TQM is a QM technique implemented in SD. 7% of the responses indicated that Quality circles

is a QM technique implemented in SD. Lean management and Just-in-time each had 5%, while

Lean Six-sigma and 5S each had 1% of the responses. Six Sigma did not get any response.

This result indicates that SD might have adopted Quality control/Assurance as the main

technique in implementing QM initiatives in the organisation. The data for this study was

collected across the different departments in the organisation, therefore, it is possible that

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certain departments have also adopted certain QM techniques in order to carry out projects

within their units or departments leading to the selection of the different QM techniques. As

discussed in section 2.5, organisations can combine different QM approaches (by

implementing different techniques) and tailor them to meet the needs of their organisation

(Stringham, 2004, p.185; Mansour & Jakka, 2013, p. 101). This finding is further discussed in

section 4.3.1 below.

4.1.4 Factor Analysis

This section assesses the responses obtained from the questionnaires using factor analysis to

establish the success factors of QM implementation in SD.

Hair Jr., Celsi, Money, Samouel & Page (2011, p.386) define factor analysis as a multivariate

statistical technique that can condense the information from a large number of variables into

smaller number of factors. Factor analysis is used to determine the number of distinct constructs

assessed by a set of measures (Fabrigar & Wegener, 2011, p.4). These unobservable constructs

presumed to account for the structure of correlations among measures are referred to as factors.

Factor analysis provides information about the number of common factors underlying a set of

measures. It also provides information to aid in interpreting the nature of these factors.

(Fabrigar & Wegener, 2011, p.4; Hair et.al, 2011, p.388). One major use of factor analysis is

to condense data, making it manageable without losing any of its significant data, in this way

making it simpler to test theories (Field, 2013, p.666).

To carry out the factor analysis, a six-step protocol was developed to show the decision

pathway for the analysis. The six-step protocol is shown in figure 4.1 below;

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Fig. 4.1. A Six step Factor Analysis Protocol (by Author)

The Statistical Program for Social Sciences (SPSS) was used to carry out the analysis for this

study. Each of the steps listed in the protocol will now be explained in more detail.

Step 1: Determine data suitability for factor analysis

To conduct a reliable factor analysis, the questionnaire was first examined to determine if the

data is suitable for conducting a factor analysis. There are different ways of determining the

suitability of data for data analysis. Two of which are; Sample Size and the Kaiser-Meyer-

Olkin (KMO) Measure of Sampling Adequacy/Bartlett's Test of Sphericity (Williams, Onsman

& Brown, 2010, p.4)

i. Sample Size- the sample size of the data is important in determining the suitability of a

data set for factor analysis because as the sample size increases, the sampling error is said

to reduce and the factor analysis becomes more stable and accurate (MacCallum,

Widaman, Zhang & Hong, 1999, p.90). However, there is a lack of agreement among

authors on what sample size is suitable for factor analysis which has resulted in several

Determine data

suitability for factor

analysis

Factor extraction

Select criteria to assist in

factor retention

Select rotation

method

Conduct Reliability

analysis

Interpret and label

factors

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guides available in literature (Sapnas & Zeller, 2002, p.135; Hair et al, 2011, p.388;

Tabachnick & Fidell, 2007, p.602; Comrey, 1973, p.100). Sapnas and Zeller (2002,

p.135) suggest that having a sample size of 50 may be sufficient for factor analysis, Hair

et al (2011, p.388) proposes having sample sizes of 100 or greater, Tabachnick and Fidell

(2007, p.602) recommend having a minimum of 300 cases for factor analysis while

Comrey (1973) proposes having 100 sample size as poor, 200 sample size as fair, 300

sample size as good, 500 sample size as very good, and 1000 or more sample size as

excellent. Other authors such as MacCallum et.al (1999, p.91) argue that sample sizes

can be reasonably small when communalities are high (that is at least 0.7) and each factor

is overdetermined by having a number of variables that are at least several times the

factors while Guadagnoli and Velicer (1988, p.274) found that solutions with correlation

coefficients >0.80 require smaller sample sizes. As can be seen, a variety of suggested

sample sizes required to complete a factor analysis are available in literature and given

that the sample size is 68, the analysis was carried out based on the suggestions of

MacCallum et.al (1999, p.91) and Guadagnoli et.al. (1988, p.274)

ii. Kaiser-Meyer-Olkin (KMO) Measure of Sampling Adequacy/Bartlett's Test of

Sphericity- to assess the suitability of the respondent data for factor analysis, the Kaiser-

Meyer-Olkin (KMO) tests the sampling adequacy of the data while Bartlett’s test of

sphericity measures the correlation among variables. According to Field, (2013, p.684),

“The KMO represents the ratio of the squared correlation between variables to the

squared partial correlation between variables.” The range of the KMO index is from 0

to 1. The minimum recommended value for a valid factor analysis is 0.50 (Hair, et.al,

2011, p.386). Field, (2013. p. 684) postulates that when the KMO is close to 1, a factor

analysis will yield distinct and reliable factors. KMO values below 0.5 are unacceptable,

values in the 0.5s are miserable, values in the 0.6s are mediocre, values in the 0.7s are

middling, values in the 0.8s are meritorious and values in the 0.9s are marvellous (Field,

2013. p. 684). The KMO index, is particularly recommended when the sample to variable

ratio is less than 5:1 (Williams, et.al, 2010, p.5) as is the case with this study. According

to Tabachnick and Fidell (2007, p.614), the Bartlett’s test of sphericity should be

significant at (p < 0.05).

For this study the KMO/ Bartlett’s test of sphericity has been used to determine the suitability

of the data for factor analysis, particularly as the sample to variable ratio is less than 5:1. The

study has a sample size of 68 and 45 variables. The result of the KMO was greater than 0.5 at

0.837and Bartlett’s test of sphericity had a significance of (p = 0.000) Meaning that the data

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was fit for factor analysis and there was a significant correlation among variables as shown in

Table 4.3 below.

Table 4.3: KMO/Bartlett’s test of sphericity (source: The Author)

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .837

Bartlett's Test of Sphericity Approx. Chi-Square 3341.932

df 990

Sig. .000

Step 2: Factor extraction

Factor extraction aims to reduce a large number of variables into factors. There are several

ways to extract factors, some of which are; Principal components analysis (PCA), Maximum

likelihood, Generalized least squares, Alpha factoring, Unweighted least squares, Principal axis

factoring (PAF) and Image factoring (Williams et. al, 2010, p.6). Every one of these extraction

methods differ mathematically, based on control of the correlation matrix to be analysed.

PCA was the method used for factor extraction in this study due to the following reasons; PCA

is a technique used for reducing the dimensionality of a set of data, increasing interpretability

but at the same time minimizing information loss (Jolliffe & Cadima, 2014, p.1). It is an

exploratory technique that optimises data to extract real factors which are also referred to as

components (in this case, components of quality management) while the other ways of factor

extraction look to reveal hypothetical factors that are assessed from the observed data yet are

not totally characterized by those data (Widaman, 1993, p.264; Youngblut, 1993, p.122). It is

also suggested to use PCA as a factor extraction method when no previous model exists which

is one of the objectives of this study, to develop a model to facilitate the implementation of

quality management in Nigerian PSOs in the space industry (Williams et. al, 2010, p.6).

Step 3: Select criteria for retaining factors

There are many approaches for retaining factors after factor extraction. Williams et. al, (2010,

p.4) suggested that multiple approaches be used in retaining factors. Therefore, for this study

the following criteria were used: the cumulative percent of variance extracted, Kaiser’s criteria

(eigenvalue > 1 rule) and the Scree test which are discussed below;

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i. Cumulative Percentage of Variance and Kaiser’s rule (Eigenvalue > 1)

The results of the Cumulative Percentage of Variance and Kaiser’s rule are both displayed on

the same table in SPSS. The cumulative percentage of variance is based on retaining the

components which capture a percentage of the variation which could be 50%, 70% or 90%

(Hair et. al, 2011, p.122). In the social sciences, the explained variance is commonly between

50-60% (Williams, et.al, 2010, p.4; Hair et. al, 2011, p.122). The Kaiser’s rule (eigenvalue >

1) is based on the principal of retaining components which have a greater than or equal power

to explain the data than a single variable (Rea & Rea, 2016, p.2). Table 4.42 below indicates a

cumulative percentage of variance of 76% (meaning that there are more than enough factors to

meet the specified percentage of variance explained. This highlighted on Table 4.4) and a total

of seven factors have an eigenvalue > 1.

Table 4.4 Cumulative Percentage of Variance and Kaiser’s rule (Eigenvalue > 1)1 (Source: The Author)

Total Variance Explained

Component Initial Eigenvalues Rotation Sums

of Squared

Loadings

Total % of Variance Cumulative % Total

1 22.451 49.891 49.891 16.660

2 4.621 10.269 60.160 13.951

3 2.017 4.483 64.643 13.139

4 1.811 4.024 68.668 13.007

5 1.383 3.073 71.741 15.065

6 1.264 2.809 74.550 11.240

7 1.086 2.414 76.964 3.369

This result indicates that seven factors could be retained from the analysis.

ii. Scree test

Interpreting scree plots is based on looking for a change in behaviour in the plot of the variance

explained (Rea & Rea, 2016, p.2). This interpretation is subjective, and generally depends on

the researcher’s judgement (Williams’s et.al, 2010, p.7). According to Hof (2012, p.5) “the

factors with values above the point at which the curve flattens out should be retained. The

2 Table 4.4 is a reduced table showing eigenvalue > . The full table can be found in Appendix 11.

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factors with values at the break point or below should be eliminated”. Thus, looking at Figure

4.2 below, seven factors should be retained.

Figure 4.2: Scree plot 1 (by Author)

According to the Cumulative Percentage of Variance, Kaiser’s rule (Eigenvalue > 1) and

Scree plot for the data set used for this study, seven factors could be retained for interpretation.

However, the result is presented in a format that cannot be interpreted (in most cases)

therefore, the result is rotated to produce a more interpretable and simplified solution (Zhang

& Preacher, 2015, p.583). The next step therefore involves selecting the best rotation method

to achieve better interpretation.

Step 4: Select Rotation Method

Rotation of the factor structure is done in order to extract significant data that accurately

denotes the underlying nature of the data (Zhang & Preacher, 2015, p.583). There exist two

broad rotation methods: Orthogonal rotation and Oblique rotation. SPSS provides five

rotation methods, which include: varimax, direct oblimin, quartimax, equamax, and promax.

Three of these are orthogonal (varimax, quartimax, & equimax), and two are oblique (direct

oblimin & promax) (IBM knowledge centre, 2019)

Orthogonal rotation technique produces factors that are uncorrelated while oblique rotation

produces factors that are correlated and are believed to generate more accurate results for

research involving human behaviours (Williams et. al, 2010, p.10).

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When rotation is done, each variable aligns with other variables that it shares a relationship

with. The nature of relationship is made clear by providing estimates of the strength and

direction of influence each of the common variable exerts on each of the measures being

examined. Such estimates of influence are usually referred to as factor loadings. According

to Fabrigar & Wegener, (2011, p.4) “a factor loading represents the correlation between an

original variable and a derived factor”. Hair, William, Babin and Anderson, and (2014,

p.115) suggested that assessment of factor loadings ought to be at very strict levels and

provided a guideline which employed the concept of statistical power to specify factor

loadings considered significant for differing sample sizes. Table 4.5 covers the sample sizes

required for every factor loading value to be regarded important.

Table 4.5: Guidelines for Identifying Significant Factor Loadings Based on Sample Size (adopted from Hair et

al. 2014, p.115)

Factor Loading 0.30 0.35 0.40 0.45 0.50 0.55 0.60 0.65 0.70 0.75

Sample Size Needed

for Factor Loading

350 250 200 150 120 100 85 70 60 50

Based on these guidelines, the limit for analysing the factor loadings for this case study was

0.70 given that the sample size is 68 respondents.

For this study, the oblique promax rotation was used to simplify the interpretation of factors.

Once the rotation was done, the pattern matrix table was examined to find that seven factors

were identified and some variables did not load or were unable to be assigned to a factor using

a factor loading of ≥0.70 as stipulated by the Hair et.al (2014, p.115) guidelines. Table 4.6

below is the Pattern matrix of the oblique promax rotation showing the seven factors identified

by the analysis. Variables with factor loading below 0.70 could not load on any of the seven

factors and where therefore blank as shown in Table 4.6 below.

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Table 4.6: Pattern matrix of showing seven factors (Source: The Author)

Pattern Matrix Variables

(v) Component

1 2 3 4 5 6 7

v1 .928

v2 1.004

v3

v4

v5 .813

v6

v7

v8

v9

v10

v11

v13

v13

v14 .806

v15

v16 1.032

v17 .986

v18

v19

v20 .940

v21

v22 .827

v23

v24

v25 .777

v26 .828

v27

v28 .706

v29 .701

v30 .757

v31

v32 .710

v33 .790

v34 .817

v35 .894

v36 .840

v37 .732

106

v38

v39

v40 .819

v41 .883

v42

v43 .726

v44

v45

The results from the pattern matrix in Table 4.6 indicate that some variables could not load on

any factor and therefore have to be eliminated in line with Hair et.al (2014, p.115) guidelines.

The elimination of variables created a change in the model parameters after re-running the

analysis to obtain a result were all variables were assigned to a factor.

After re-running the analysis, results indicated that the KMO was still adequate at 0.833 and

the Bartlett’s test for sphericity still had a significance of p=0.000. Meaning that the sample

was still adequate for factor analysis (Tabachnick & Fidell, 2007, p.614) as shown in Table 4.7

below.

Table 4.7: KMO and Bartlett’s test of Sphericity 2




df 66

Sig. .000

The analysis had a Cumulative Percentage of Variance at 75.8% variance and a scree plot

indicating three factors extracted as shown in Table 4.83 and figure 4.3 below.

3 Table 4.8 is a reduced table. The full table can be found in Appendix 11.

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Table 4.8: Cumulative Percentage of Variance and Kaiser’s rule (Eigenvalue > 1)2 (Source: The Author)



of Squared

Loadings


1 6.008 50.063 50.063 5.537

2 1.810 15.083 65.145 3.615

3 1.281 10.678 75.823 3.091

Figure 4.3: Scree plot

A total of 33 variables did not load or were unable to be assigned to a factor and were eliminated

(See table 4.9 below). The variables include; v3, v4, v5, v6, v7, v8, v9, v10, v11, v12, v13,

v15, v18, v19, v20, v21, v22, v23, v24, v25, v27, v28, v29, v31, v32, v38, v39, v40, v41, v42,

v43, v44, and v45. The pattern matrix as presented in Table 4.9 below indicates that all

variables load very well on all three factors.

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Table 4.9: Pattern matrix showing three factors (Source: The Author)

Pattern Matrix

Component

1 2 3

v1 .946

v2 .964

v14 .734

v16 .988

v17 .984

v26 .746

v30 .730

v33 .855

v34 .853

v35 .824

v36 .859

v37 .867

Step 5: Conduct Reliability test

The fifth step of data analysis for this study was the testing of the reliability of the measures.

Reliability analysis is an assessment of the degree of consistency between multiple

measurements of a variable. (Hair et al., 2011, p. 123). The reliability test is the ability of a

measuring instrument to give accurate and consistent result; this is frequently measured with

Cronbach’s alpha (Lawrence, 2017, p.7). The acceptable level of reliability-coefficient-alpha

is 0.70 or greater. Therefore, any alpha coefficient that is below 0.70 must be dropped from the

analysis as unreliable (Hair et al., 2011, p, 123). Table 4.10 below shows that the alpha

coefficients for all factors identified were all greater than 0.70

Table 4.10: Cronbach’s alpha result (Source: The Author)

Factors Cronbach’s alpha

F1 0.891

F2 0.900

F3 0.919

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Step 6: Interpret and Label factors

The results from the factor analysis can be interpreted by assigning labels to the three extracted

factors. It is suggested that at least two variables must load on a factor before it can be given a

significant interpretation (Henson & Roberts, 2006, p.408; Williams et. al, 2010, p.9).

Labelling of the factors was done in line with Hart’s (2008, cited by Shehu & Akintoye, 2009,

p.12) recommendation that the factor names should be brief and communicate the nature of the

underlying construct. This was carried out by looking for patterns of similarity between

variables that load on a factor. Factors were labelled in descending order according to their

arrangement on the questionnaire (see Appendix 7). Therefore, labelling stated with the least

numerical number to the highest numerical.

Factor 1 consists of two variables; v1 and v2

V1- Senior management have clear vision toward quality, this guides all aspects of running our

organisation.

V2- Senior executives are visibly and explicitly committed to quality.

These statements both refer to the commitment of senior management in improving quality in

the organisation. This practice emphasises the role of top management in setting clear quality

improvement objectives covering every aspect of the organisation and visibly working towards

achieving the set objectives (Talib, Rahman & Qureshi, 2010, p.157; Shibani, Soetanto &

Ganjian, 2010, p.302). This factor has been labelled Management Commitment. The focus of

this factor is to evaluate the commitment of the top management in driving proper

implementation of quality initiatives in the organisation.

Factor 2 consists of v14, v16 and v17

V14- There is effective deployment of goals in the organisation.

V16- Mission statements cover the whole organisation.

V17- Vision statements cover the whole organisation

These statements relate to the organisational strategy deployment. Mission and Vision

statements are both important elements of strategic management (Papulova, 2014, p.12).

Mission and vision statements are very important management tools that form the bases for

every other organisational strategy and objectives (Babnik, Breznik, Dermol & Sirca, 2014, p.

612; Rajasekar, 2013, p. 131). Organisations with good strategic planning have a focused

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vision, a change methodology to achieve the vision and a set machinery in place for deploying

the strategy while a lack of strategic planning often manifests itself either as a lack of vision or

as an organisation’s inability to deploy the chosen vision across all organisational units

(Srinidhi, 1998, p.42)

Some researchers are of the opinion that for the mission and vision to create a positive effect

on the organisation’s performance, the organisation’s mission and vision must first of all be

known and accepted by the employees (Bart, Bontis & Tagger, 2001, p. 25; Ezekwe & Egwu,

2016, p. 2; Orhan, Erdoğan & Durmaz, 2014, p. 252). Part of strategic planning is aligning the

organisation’s goals and objectives, such as the quality policy, with the vision and mission

statements of the organisation for successful deployment because as Stanleigh (2014) explains,

managers who fail to do this will find it difficult to get support over time. This factor has been

labelled Strategy Deployment also known as Hoshin Kanri (Tenant & Roberts, 2001, p.262)

The focus of this factor is to evaluate employees’ awareness of the organisation’s goals,

mission and vision and perception of the deployment of these goals.

Factor 3 consists of v26, v30, v33, v34, v35, v36 and v37

V26- The organisation implements employees’ suggestions.

V30- Employees are given the necessary resources to solve any quality problems that arise

V33- Employees and/or teams are recognised for achievements in quality improvement.

V34- There is a communication system inside the organisation that allows easy communication

between top management and employees.

V35- There is effective inter-communication between various levels of the organisation.

V36- The organisation uses information systems to provide high quality data in order to achieve

high quality customer services.

V37- There is emphasis on prevention of errors rather than their correction.

These statements all relate to the engagement of employees through the implementation of

employee suggestions, effective communication within the organisation, recognition and trust

of employees. Employee engagement is centred on trust, commitment and communication

between all levels within an organisation (Ryan & Deci, 2000, p. 68). Organisations who have

implemented quality improvement initiatives, have employees who constantly search for

opportunities to eliminate the causes of errors in the functioning of the organisation, ensuring

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prevention rather than correction (Al-jawazneh & Smadi 2011, p. 234). This factor has

therefore been labelled Employee engagement. This factor focuses on evaluating how

employees perceive the implementation of their suggestions, recognition of their in-put in the

organisation and inter-communication within the organisation.

Table 4.11 below presents the interpreted and labelled factors and their factor loadings

Table 4.11: Summary and explanation of QM implementation factors in SD as seen in Table 4.9 (Source: The

Author)

Factor 1- Management Commitment Factor loading

v1

v2

Senior management have clear vision toward

quality, this guides all aspects of running our

organisation.

0.946

Senior executives are visibly and explicitly

committed to quality.

0.964

Factor 2- Strategy Deployment Factor loading

v14

v16

v17

There is effective deployment of goals in the

organisation.

0.734

Mission statements cover the whole organisation.

0.988

Vision statements cover the whole organisation 0.984

Factor 3- Employee engagement Factor loading

v26

v30

v33

v34

v35

v36

v37

The organisation implements employees’

suggestions.

0.746

Employees are given the necessary resources to

solve any quality problems that arise

0.730

Employees and/or teams are recognised for

achievements in quality improvement.

0.855

There is a communication system inside the

organisation that allows easy communication


0.853

There is effective inter-communication between

various levels of the organisation.

0.824

The organisation uses information systems to

provide high quality data in order to achieve high

quality customer services.

0.859

There is emphasis on prevention of errors rather

than their correction.

0.867

4.1.5 Analysis of the impact of CSFs of QM within SD.

This section analyses the level of implementation of the three factors that were identified,

interpreted and labelled in section 4.1.4. The respondents’ views were measured by a group of

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questions built on a five-point Likert scale and coded, where 1= strongly disagree, 2=disagree,

3=neither agree nor disagree, 4= agree and 5= strongly agree. The participants were requested

to answer to what degree they agreed or disagreed with the specific statement. To generate an

upper and lower limit for each band on the scale, Diamond and Jefferies, (2001, p.48) suggest

determining an extension. Since it is a five point scale, the extension can be determined by

subtracting one from five (5-1= 4). Then, to identify the length of each scale, divide four by

five (4/5 = 0.80). The upper limit for each cell is then determined by adding 0.80 to the code

of Strongly Agree, Agree, Neither Agree nor Disagree, Disagree and Strongly Disagree. The

distribution of the mean scores for these indicators were divided into five bands: very low (1

to 1.80), low (1.81 to 2.6), medium (2.61 to 3.4), high (score of 3.41 to 4.20) and very high

(score of 4.21 to 5), derived from the measurement instrument scales. Table 4.12 below shows

the range of each scale:

Table 4.12: Range of scales (adapted from Diamond and Jefferies, 2001, p.48)

Likert scale

codes

Level of

implementation

Lower and Upper limits

of the perception scale

1 Very low 1.00 to 1.80

2 Low 1.81 to 2.60

3 Medium 2.61 to 3.40

4 High 3.41 to 4.20

5 Very high 4.21 to 5.00

The mean value of all variables that fall within a QM implementation factor and the scale on

Table 4.12 are utilised to determine the level of implementation of QM. For instance, when the

mean score of a factor falls between 1.00 and 1.80, it means the implementation of QM is

perceived to be very low or when the mean score is between 4.21 and 5.00, the level of

implementation of QM is perceived to be very high.

A description category was also developed to describe what each level of implementation

signifies as represented in Table 4.13

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Table 4.13: Description of perception scale for level of QM implementation (source: The Author)



Level of implementation Description

1.00 to 1.80 Very low Little or no evidence of implementation

1.81 to 2.60 Low Beginning or have attempted

implementation.

2.61 to 3.40 Medium Progress has been made for

implementation

3.41 to 4.20 High An established system is in place for

implementation

4.21 to 5.00 Very high Outstanding level of implementation

Table 4.14 below shows the mean scores of the CSFs as obtained from factor analysis of the

questionnaire.

Table 4.14: Perceived level of implementation of CSFs factors in SD (Source: The Author)

CFSs in SD Variables4 Mean score Weighted

Mean score

Perceived level

of

implementation

Management

Commitment

v1 3.17 3.11 Medium

v2 3.04

Strategy

Deployment

v14 3.11 3.41 High

v16 3.57

v17 3.54

Employee

Engagement

v26 2.67 2.81 Medium

v30 2.45

v33 3.08

v34 2.92

v35 3.13

v36 2.72

v37 2.73

Average Score 3.11 Medium

4 See variables in Table 4.11

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The results from Table 4.14 indicate that the implementation of Management Commitment

factor is perceived by the employees as medium. This result signifies that management

commitment may not be high enough to drive the implementation of QM initiatives within SD.

The result of the implementation of the second factor, strategy deployment is perceived as high.

The third factor, Employee engagement, has the lowest perceived mean score compared to the

other two factors. With a score of 2.81, it is perceived by employees to be the least implemented

factor in the organisation. These findings are further discussed in section 4.3.2.

The overall results of the level of QM implementation in SD might indicate that overall, the

organisation has made some progress in implementing CSFs of QM in some areas but the

implementation is not high enough to form an established system for effective implementation

of all factors necessary for QM implementation.

Having analysed the perceived impact of the QM factors across SD, this study moves on to

carry out an analysis of the perceived impact of the identified QM factors by employees at the

different management levels within SD because it has been suggested that when there is a

change in organisations such as the implementation of quality initiatives, agents of change

should consider the needs of employees at different management levels in order to achieve a

successful organisational change (Jones, Watson, Hobman, Bordia, Gallois & Callan, 2008,

296). Differences in perceptions of the impact of QM factors within the organisation can have

implications for QM implementation as was identified in a study by Alhaqbani, Reed, Savage

& Ries, (2016, p.924)

4.1.6 Analysis of QM factors across management levels in SD.

This section assesses how employees across the different management levels in SD perceive

the implementation of each QM factor identified in this study. The management levels are

made up of senior management, middle management, lower management and non-

management. Table 4.15 presents mean values of the variables which make up all factors as

perceived by senior management in SD.

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Table 4.15: Perceived level of implementation of CSFs by senior management in SD (Source: The Author)

CSFs Variables Mean score Weighted

Mean score

Perceived level

of

implementation

Management

Commitment

v1 3.20 3.10 Medium

v2 3.40

Strategy

Deployment

v14 3.60 3.67 High

v16 3.60

v17 3.80

Employee

Engagement

v26 3.20 3.28 Medium

v30 3.20

v33 3.40

v34 3.40

v35 3.80

v36 3.60

v37 2.80


These results indicate that on average, the senior management perceive that the implementation

of the QM factors identified in this study is medium at an average score of 3.35. Implementation

of Management commitment and Employee engagement were perceived to be medium while

Strategy deployment was perceived to be highly implemented. These findings could indicate

that senior employees are highly aware of the organisation’s goals, mission and objectives and

its strategic deployment within the organisation but might believe that employee engagement

is not high in implementing quality improvement goals and objectives. An interesting finding

is that they have rated their commitment to QM implementation as medium. These findings are

further discussed in section 4.3.2.

Table 4.16 presents the results of the perceived implementation of the CSFs by middle

management employees within SD.

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Table 4.16: Perceived level of implementation of CSFs by middle management in SD (Source: The Author)

CSFs Variables Mean

Score

Weighted

Mean

score

Perceived level

of

implementation

Management

Commitment

v1 3.10 3.07 Medium

v2 3.05

Strategy Deployment

v14 2.68 3.16 Medium

v16 3.37

v17 4.42

Employee Engagement

v26 2.63 2.79 Medium

v30 2.39

v33 3.10

v34 2.97

v35 3.07

v36 2.63

v37 2.71


These results indicate that on average, the middle management perceive that the

implementation of the CSFs identified in this study is medium at an average score of 3.01.

Mean scores of the individual QM factors were all within the medium parameter as given on

the scale in Table 4.12 above. These findings are further discussed in section 4.3.2.

Table 4.17 below presents the results of the perceived implementation of the CSFs by lower


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Table 4.17: Perceived level of implementation of CSFs by lower management (Source: The Author)


Mean

score

Perceived level

of

implementation

Management

Commitment v1 2.86 2.73 Medium

v2 2.6

Strategy Deployment

v14 3.20 3.37 Medium

v16 3.66

v17 3.26

Employee Engagement

v26 2.40 2.42 Low

v30 2.06

v33 2.66

v34 2.26

v35 2.73

v36 2.33

v37 2.53


These results indicate that on average, the lower management perceive that the implementation

of the CSFs identified in this study is medium at an average of 2.84. Implementation of

Management commitment and Strategy deployment were perceived to be medium but

interestingly, Employee engagement was perceived to have a low level of implementation with

a mean score of 2.42 which falls within the low parameter on the scale given in Table 4.12

above. These findings are further discussed in 4.3.2

Table 4.18 presents the results of the perceived implementation of the CSFs by non-


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Table 4.18: Perceived level of implementation of CSFs by non-management in SD (Source: The Author)


Mean

score

Perceived level

of

implementation

Management

Commitment

v1 3.90 3.80 High

v2 3.70

Strategy Deployment

v14 4.40 4.30 Very high

v16 4.20

v17 4.30

Employee Engagement

v26 3.00 3.28 Medium

v30 2.90

v33 3.50

v34 3.70

v35 3.60

v36 3.20

v37 3.10

Average Score 3.79 High

From Table 4.18, the results indicate that on average, the non-management perceive that the

implementation of the CSFs identified in this study is high at a mean value of 3.79. Strategy

deployment had a very high score at a mean score of 4.30, followed by Management

commitment which had a high score of 3.80. Employee engagement had the least score at a

medium score of 3.28. These findings are discussed in section 4.3.2.

The analysis of the implementation level of the CSFs identified in this study as perceived across

management levels indicates that employees at senior, middle and lower management levels

perceive the implementation of CSFs of QM to be at a medium level in SD with the exception

of the non-management employees who perceive implementation of CSFs of QM identified in

SD to be at a high level. Further analysis to determine the level of implementation of each

identified factor, showed that the employees at different management levels perceive the level

of their implementation differently. Across the management levels, Strategy deployment

consistently had the highest score, Management commitment consistently had a medium score

while Employee engagement consistently scored the lowest. This result could indicate that

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employees within this organisation are aware of the organisation’s goals and objectives but

perceive that they have not been included in the formulation of the organisation’s goals and

objectives, thus the medium score for Employee engagement (Panda & Gupta, 2003, p.25).

This result could also indicate that there is a gap in communication between the different levels

of management within the organisation resulting in a disengagement of middle and lower

managers from the strategic goals of the organisation as formulated by the senior management

(Kosgie, 2014, p.16; Patro, 2013, p.2693). The medium score of management commitment

could indicate that senior management have formulated and communicated the strategies for

quality improvement, thus the high score for strategy deployment from senior management and

non-management, but middle and lower managers perceive that senior managers are not

committed to seeing that all factors are highly implemented in the organisation.

These findings are further discussed in section 4.3.2. The next section presents the external

barriers hindering the implementation of QM factors in SD.

4.1.7 Results regarding external barriers hindering the implementation of QM in SD

The barriers hindering QM implementation have been differentiated into external and internal

barriers where external barriers are obstacles which are not within the control of the

organisation and therefore, their impact on QM implementation can only be reduced. Internal

barriers are obstacles within the control of the organisation and can be eliminated. In the

questionnaire, the external barriers were represented as challenges while internal barriers were

represented as barriers to avoid confusion for the respondent.

The respondents’ views were measured by a group of questions built on a five-point Likert

scale, where 1= strongly disagree, 2=disagree, 3=neither agree nor disagree, 4= agree and 5=

strongly agree. The respondents were requested to answer to what degree they agreed or

disagreed with the specific statement. Table 4.19 below presents the results of the external

barriers inhibiting implementation QM in SD. The results are ranked in descending order,

where the challenge with the highest mean score is perceived to be the biggest external obstacle

to QM implementation while the challenge with the lowest mean score is perceived to be the

least external obstacle to QM implementation.

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Table 4.19: External barriers to QM implementation in SD (Source: The Author)

Barriers Mean scores Rank

Inadequate facilities is a challenge. 4.42 1

Inadequate infrastructure is a

challenge

4.33 2

Abandonment of projects due to lack

of funds is a challenge.

4.26 3

Lack of availability of modern

technology is a challenge

4.22 4

Delays in the completion of projects is

a challenge

4.16 5

Slow process of decision making is a

challenge

3.82 6

Lack of information flow from top

management is a challenge.

3.71 7

Changes in projects already embarked

upon is a challenge.

3.62 8

Lack of innovation and creativity

within the system is a challenge

3.52 9

The results indicate that the highest mean score was 4.42 while the lowest mean score was

3.52. Inadequate facilities and inadequate infrastructure are perceived to be the two biggest

external barriers preventing the implementation of QM initiatives in SD. Lack of innovation

and creativity within the system was perceived to be the least external barrier to the

implementation of QM initiatives in SD. The implications of these findings are discussed in

section 4.3.3 with support from the qualitative data and literature.

The next section presents the results for the internal barriers hindering the implementation of

QM in SD.

4.1.8 Results regarding internal barriers hindering QM implementation in SD

This section ranks the internal barriers (obstacles which are within the control of the

organisation) to QM implementation as perceived by employees in SD. The respondents were

asked which of the barriers was perceived to be a strongest or the weakest barrier to the

implementation of QM within their organisation. The respondents’ views were measured by a

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group of questions built on a five-point Likert scale (1=Not a barrier, 2= Weak barrier, 3= I

don’t know, 4= A strong barrier, 5= A very strong barrier). Table 4.20 below presents the

results of the internal barriers inhibiting QM implementation. The results are ranked in

descending order, where the barrier with the highest mean score was perceived to be the

strongest barrier to QM implementation while the barrier with the lowest mean score was

perceived to be the lowest barrier to QM implementation in SD.

Table 4.20: Internal Barriers to QM implementation in SD (Source: The Author)

Barriers Average scores Rank

Lack of training programs relating to

quality management.

4.28 1

Lack of top management commitment to

QM implementation

4.23 2

Lack of use of quality measurement. 4.19 3

Lack of effective measurement of quality

improvement

4.17 4

Lack of focus on customer satisfaction 4.09 5

Ineffective communication between the

organisation and its customers

4.07 6

Poor organisational communication 3.99 7

Lack of commitment to quality strategy

requirements.

3.96 8

Lack of a recognition system 3.66 9

Lack of a reward system. 3.64 10

Resistance from employees 3.50 11

Table 4.20 shows the mean score for those internal barriers which prevent the implementation

of QM in SD. The highest mean was 4.28 and the lowest mean was 3.50. The table therefore

illustrates that lack of training programs relating to QM, lack of top management commitment

to QM implementation, and lack of quality measurement respectively were perceived to the

major barriers hindering the implementation of QM in SD. Resistance from employees was

perceived to be the least barrier to QM implementation. The implications of these findings for

SD are discussed in section 4.3.3.

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4.1.9 Summary

The results of the quantitative analysis of the questionnaire suggests that Quality control and

Assurance is perceived to be the main QM approach adopted for implementation of quality

management initiatives in SD. Factor analysis identified three critical success factors of quality

management, namely; Management commitment, Strategic deployment and Employee

engagement. Results of descriptive analysis indicated that overall, the perceived level of

implementation of the identified factors was at a medium level. Further analysis indicated that

there are differences in opinion across management levels concerning the level of

implementation of the factors identified in this study. Senior, middle and lower management

all perceived implementation to be medium while non-management employees perceived the

overall implementation of the factors to be high. The results of the barriers to implementation

of QM in SD indicated that the major external barrier is perceived to be inadequate facilities

while the least external barrier was perceived to be lack of innovation and creativity within the

system. The major internal barrier was perceived to be lack of training programs relating to

QM while resistance from employees was perceived to be the least barrier to QM

implementation. These findings are further discussed in combination with findings from

analysis of the qualitative data in part 3 of this chapter.

The next part of this chapter presents findings from the qualitative analysis of interviews

carried out with employees of SD.

4.2.1 Qualitative analysis of interviews

This section presents findings from the qualitative data collected using interviews with staff of

SD. Template analysis was adopted for analysis as discussed in section 3.2.8.1 A protocol was

developed and used as a guide in conducting the analysis (also discussed in section 3.2.8.1).

The interviews focused on exploring the understanding of quality and quality management

among staff of this organisation and to explore the perceived key enablers as well as barriers

to the implementation of quality management initiatives in SD. The discussion centred on

themes which included job roles, reason for QM implementation, improvement initiatives

implemented, enablers of the implementation and obstacles to implementation of improvement

initiatives in SD.

4.2.2 Characteristics of participants in the interviews in SD

Semi-structured interviews were conducted with five employees in SD. The interviewees

included a senior management staff who is a deputy director and the head of a unit within SD,

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a middle management staff who is an assistant chief, two lower management staff comprising

a principle officer and a senior officer and lastly, a non-management staff who is a technical

officer. The details of participants and their identifiers are presented in Table 4.21

Table 4.21: Interview participants and their identifiers in SD. (Source: The Author)

Name Job level Identifier

Participant 1 Senior manager HOU

Participant 2 Middle manager ASC

Participant 3 Lower manager POF

Participant 4 Lower manager SOF

Participant 5 Non-manager TOF

4.2.3 Analysis of interview themes

Using the protocol discussed in section 3.2.8.1, the themes drawn from the interviews are

described below;

4.2.3.1 Organisation type

The first theme from the responses of the interviewees was the type of organisation SD is said

to be and the functions it carries out. From the responses, SD is a Nigerian government owned

organisation involved in research and development in satellite technology, design of satellite

subsystems and monitoring and control of Nigerian satellites. This theme was explored to meet

the aim of this study which is to investigate QM implementation in Nigerian public sector

organisations in the space industry. The responses from the interviewees confirm that this is a

Nigerian PSO and the functions of the organisation confirm that it is in the space industry.

4.2.3.2 Job role

The second theme that arose from the interview was the job roles of the staff. According to the

analysis of job roles of the participants’ views in relation to implementation of quality

initiatives in SD, the job role of HOU involves; setting up quality standards for units and

departments in line with the organisation’s aims and objectives, driving change within the

organisation, evaluation of the performance of units and departments and resolving issues

within the quality system of the organisation. The job role of ASC involves coordination of the

activities of the unit, filling out unit performance evaluation forms, etc. The job role of POF

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and SOF involves design of satellite space systems according to set standards. The job role of

TOF involves maintenance of hardware and equipment in the organisation.

The job roles as explained by the participants gave the researcher an understanding of the role

each employee plays in implementing QM within the organisation.

4.2.3.3 Quality concept

The third theme from the interviews was the general understanding on the concepts of quality

and QM. Four of the participants associated their answers with maintaining set standards for

customer satisfaction. SOF described quality as “… the standard of a thing and stated that QM

has to do with the putting people and processes in place to manage the standards set in place”.

HOU described quality as “… adhering to specific standards. A standard meant to satisfy the

customer and QM is having a plan in place to ensure adherence to such standards to meet

customer needs”. POF described quality as “… having a superior product which is marketable,

and QM is all about setting down rules to guide in maintaining the quality standards of the

product”. TOF described quality as “… meeting appropriate standards to deliver certain

services and QM is about operationally keep the quality standards going”

However, ASC’s response was quite different from the others. ASC defined quality as “…

doing things the right way, using the minimum amount of energy to achieve the best results. It

is using the minimum amount of resources to get maximum results and we should be able to do

this all the time”

Looking at these definitions of quality from the participants, four of the participants based their

answers on adhering to and meeting standards while one participant related quality to achieving

best results at a minimum cost. The responses of participants give an indication as to the type

of QM approach has been that adopted for quality improvement in the organisation as

described. This theme is discussed in more detail in section 4.3.1 with support from results

gotten from the quantitative analysis of the questionnaires.

4.2.3.4 Reasons for QM implementation

The fourth theme which was drawn from the interviews discussed the reasons for the

implementation of QM in the organisation. Studies indicate that public sector organisations all

over the world are implementing quality initiatives in order to reap the benefits associated with

the implementation of QM (Krishnan, 2016, p. 246; Al-Ibrahim, 2014, p.134). This theme

determines if the reasons for the implementation of quality initiatives are consistent with those

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found in literature. This theme also provides an insight to what the employees in these

organisations perceive to be the benefit of implementing quality initiatives. All of the

participants were of the opinion that quality initiatives are been implemented because the

government mandates them to do so. POF and SOF stated that the implementation of QM

initiatives is related to the type of work carried out at the organisation, as the satellite

technology industry is known to be an industry that demands high quality standards. ASC held

that as a government organisation, SD cannot operate in isolation of wider government

operational system and was also of the opinion that there were some modifications within the

system to replace some inefficient processes.

In his words “this is a government organisation and we cannot work in isolation from what is

happening in the larger government, so we share a similar quality management system. The

larger government bureaucratic procedure is what was transferred to this place with

procedures set up by the head of service of the federation. However, modifications have been

made to some inefficient processes”

The responses by participants in SD indicate that the organisation is implementing QM

initiatives to improve processes in the organisation and provide products that are of high quality

(Talib & Rahman, 2010, p.263). These responses are also consistent with literature as discussed

in section 2.7. The responses indicate that the Nigerian government is making use of QM

initiatives to reform its public sector (Ibietan, 2013, p. 53; Nigerian Bureau of Public Service

Reforms (BPSR), 2017; Omisore, 2013, p. 18).

4.2.3.5 Ways quality management has been implementation

This theme provides an insight to the knowledge employees have about the implementation of

quality initiatives, that is, what they perceive are measures set up to implement quality

management. It is important for employees to understand these actions because when

employees have knowledge of the “what and why” of quality improvement practices, they are

less likely to resist change (Fernandez & Rainey, 2006, p.170).

The following were identified by the participants:

• Creating a quality management unit in the organisation; HOU and TOF stated that a

unit had been set up which had the responsibility of quality control in the organisation.

• Setting performance standards in units and departments; according to HOU “each

department sets quarterly targets for every unit under it”

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• Internal and external audits; this was stated by ASC

• Creating an organogram with clearly defined job roles and responsibilities for all staff

in the organisation; ASC stated that “an organogram has been created showing specific

job roles and the portfolios attached to the job”

• Quarterly performance evaluation of all units and departments; According to HOU

“units and departments set their own targets and we monitor by sending out

questionnaires quarterly. We (senior management) assess performance based on the

answered questionnaires”

• Monitoring adherence to set standards for projects; POF stated that “projects in the

organisation are monitored to make sure they are up to set standards”

These practices are consistent with quality management practices mentioned in literature. Some

organisations establish a quality department as a prerequisite for QM implementation. These

departments carry out checks on products and processes to ensure they are within set standards

(Moheel, Alkatheri, AlSukhayri, AbdulAziz, 2019, p.54; Dewhurst, Lorente & Dale, 1999, p.

397). Crosby (1984, p.108) in his 14 steps of quality improvement acknowledges measurement

of performance as an important step in the implementation process of QM. Oakland (2003,

p.294) postulates that to make QM effective, there must be a review of the organisation’s

structure to include clearly defined job responsibilities and operational procedures.

4.2.3.6 Enablers of quality management implementation in SD

The sixth theme drawn from the interviews was the enablers of quality management

implementation within the organisation. This theme provides insight to what employees

perceive is working in favour of the quality improvement journey. Two factors were identified

as enablers of QM implementation;

• Management commitment; HOU and TOF mentioned that the senior management were

committed to the implementation of QM and had therefore, set up a quality

management department and quality managers are assigned to projects to carry out

checks and make sure all projects meet the required quality standards.

• Non-resistance from employees; ASC explained saying “employees are generally

willing to participate in implementing changes to bring about quality improvement of

products and services delivered by the organisation”.

These findings are consistent with literature Moheel, et.al (2019, p.54)

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4.2.3.7 Barriers (external obstacles) preventing QM implementation

The seventh theme from the interview was external barriers which serve as obstacles to

implementing quality initiatives and are out of the control of the organisation. The barriers

mentioned were

• Government influence in terms of decisions in appointing managers in public

organisations. ASC explained this barrier “some of the managers who make decisions

are not engineers, so they don’t really understand what has to be done”

• Government influence in terms of funding; HOU explained “the late passing and

implementation of the national budget has had a negative effect on the implementation

of quality improvement initiatives in the organisation”

• Lack of sufficient funds for the organisation leading to scarce resources needed to carry

out projects for the implementation of quality improvement initiatives.

HOU stated that “lack of funding is a big challenge for us, this has led to a lack of

adequate equipment, most especially software to aid our work”

From content analysis of the questionnaire, three respondents highlighted inadequate

infrastructure in terms of poor power supply. One of them wrote “poor power supply is a big

challenge for us, we cannot work when there is no electricity”. This is could be due to

intermittent power supply in Nigeria.

These responses are all consistent with literature. Arshida et. al (2013, p.258) identified

government influence as a barrier to QM implementation in a PSO in Libya, Kosgie (2014,

p.15) identified insufficient funds from government as a barrier to QM implementation in a

PSO in Kenya and Sajjad & Syed (2017, p.27) also identified lack of resources as a barrier to

QM implementation in a PSO in Pakistan.

4.2.3.8 Barriers (internal obstacles) to quality management implementation

The eighth theme from the interviews was internal barriers which serve as obstacles to

implementing quality initiatives and can be controlled by the organisation. The barriers

mentioned were;

• Lack of management commitment to ensure the implementation of quality

improvement initiatives in the organisation. ASC stated that lack of communication

from senior management on quality issues and SOF stated “mismanagement of funds

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by senior management because some funds allocated for the implementation of some

projects are not spent on those projects but are instead diverted to doing other things”

• Bureaucracy; ASC explains “you have to report every step you take and inform

someone who has to raise a memo to tell someone else, who then asks why that step has

to be taken. The person you told comes back to you to explain why you want to take the

step. He then goes back to explain to the other person who then asks what the financial

implications of taking the step are. It just goes back and forth so that makes work very

challenging and difficult”

ASC also stated that bureaucracy was encouraging “favouritism” in the organisation.

According to him “There is favouritism in allocating individuals to projects and

trainings, instead of allocating competent staff to project teams, senior management

select staff which they favoured in such projects”.

• Giving staff responsibility without authority; ASC also explains “we are given a lot of

responsibility without commensurate authority which is a problem for us because one

of the requirements of ISO 9000 is that when you are giving people responsibility, you

also give them authority”.

• Goals and objectives are not clearly defined; according to ASC “If for example, I set a

target of doing a, b c and d and for the first quarter I have done only d but have not

done a, b or c and when I am asked how much I have achieved? And my answer is 25%.

Did I define earlier that a is a prerequisite to b, b is a prerequisite to c and c is a

prerequisite to d or are they independent? Why d? If I achieved d what is affecting a, b

and c? These types of things are not clearly defined. It is now on your prerogative to

award the degree of achievement”.

• No feedback system in place; ASC mentioned “I have been doing this (performance

evaluation surveys) for the past 3 years and I have never gotten any feedback. No

feedback, its basically just answering questions and sending it back”

• Not focusing on all the objectives of the organisation, concentrating too much on few

objectives and abandoning other objectives. ASC explains this barrier “senior

management are not focusing on all the objectives of the organisation. Some processes

are receiving attention and experiencing improvements, while other areas are lagging

behind”.

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• Employee resistance to change; HOU stated that “we have been having issues from the

staff concerning their performance. They are not willing to comply when we send out

surveys for performance assessments”.

• Lack of training and development in quality related issues; POF stated that “there is a

lack of training for employees to handle quality related issues”

All the barriers mentioned are consistent with barriers to QM identified in literature. Suleman

(2015, p.127) identified lack of management commitment, Kosgie (2014, p.15), Sajjad & Syed

(2017, p.28) identified lack of training as a barrier to QM implementation and Shibani, Saidani

& Gherbal (2012, p.89) also identified employee resistance as a barrier to QM implementation.

4.2.3.9 Benefits of implementation of QM

The ninth theme drawn from the interview was the perceived benefits from implementing

quality management. Having the knowledge that an organisation is benefitting from the

implementation of QM can be a source of motivation for the management and employees

(Mosadeghrad, 2014, p.167). This theme provides an insight to what employees in SD perceive

to be the benefits their organisations have gained from the implementation of quality initiatives.

Three of the participants could not directly identify benefits to the organisation from

implementing QM initiatives in SD. ASC however, identified that there was an improvement

in the development process within the organisation. The process for the development of

researchers within the organisation had been improved and was perceived by the respondent to

be more efficient. ASC explained that “formerly, employees would go on study leave,

workshops, trainings and conferences which were for their personal benefit but at the expense

of the organisation. The new process in place was that the organisation identified areas of

expertise which were lacking within the organisation and would send employees for such

trainings which would add value to the organisation”.

HOU also stated that “the creation of an organogram for employees, units and departments

has helped to eliminate duplication of responsibilities, it also saved a lot of wasted time as

management are able to quickly identify who to allocate responsibilities to, employees can also

quickly identify who to meet to obtain permission or sign off a document and who to collaborate

with when carrying out projects”.

These benefits of implementing QM are all consistent with those found in literature (Ab

Rahman et.al, 2011, p.620; Polat et.al, 2011, p.1118)

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4.2.3.10 Suggested improvement possibilities by employees

The tenth theme drawn from the interview was suggestions from the participants on possible

improvements that can be done in SD. Employee suggestions usually contain information that

could improve an organisation’s processes (Arthur, Aiman-smith & Arthur, 2010, p.738).

Organisations wishing to become more innovative are advised to create a mechanism that

encourages employees to contribute useful ideas for improving their organisations (Buech,

Michel & Sonntag, 2010, p.519; Milner, Kinnell & Usherwood, 1995, p.4).

The suggestions mentioned were

• Setting of targets for individual, units and departments with clearly defined output

which can be measured.

• Senior management should have a clear vision of what they want to achieve within their

tenure in office. This vision should encompass all the objectives of the organisation and

communicated to every member of the organisation.

• Training of staff in quality related issues.

4.2.4 Interview Analysis Summary

The interviews with the employees of SD discussed the job role of the employees, their

understanding of the quality concept and the reason for the implementation of quality

improvement initiatives within SD. The interviewees also described the key enablers and

benefits of improvement efforts, barriers to improvement efforts and suggested improvement

possibilities that can be done in SD.

The analysis of the interviews pointed to the understanding of the quality concept in SD

(section 4.2.3.3). The concept of quality and QM described by most of the interviewees was in

line with the definition of quality control which has to do with ensuring that quality of a product

meets the required standards (Ambrus & Suszter, 2013, p.136; Crosby (1979, p.15). The

analysis also showed senior management’s commitment to implementing quality improvement

objectives (section 4.2.3.3). More so, the participants described several issues that hinder the

implementation of quality initiatives in the organisation which include lack of commitment by

senior management to QM implementation, the influence of government funding on

improvement efforts in the organisation, poor communication between senior management and

employees, bureaucracy, favouritism and a lack of training in the quality management concept

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(section 4.2.3.7 and 4.2.3.8). Furthermore, in terms of determining the enablers of QM

implementation, the participants identified the following; management commitment and lack

of employee resistance to change in the organisation. The interviews revealed that the

implementation of QM initiatives in the organisation was to improve the organisation’s

processes in order to deliver quality products and services to the customers. The type of

industry and work carried out by the SD has also contributed to the reason for having quality

systems in place (section 4.2.3.4).

The interviews also revealed that the implementation of quality initiatives in SD was hindered

by barriers which are caused by both external and internal forces in the organisation. As SD is

a government owned organisation, most of its organisational structure is in line with the

bureaucratic government structure in Nigerian public sector organisations. This was said to be

having a negative influence on the implementation of quality measures in the organisation,

most especially in the area of funding for the organisation. Furthermore, the interviewees

offered suggestions for ways in which quality management can be implemented in SD (section

4.2.3.10). The suggestions included training of staff in quality related issues, this was suggested

because according to the POF, “we lack trained personnel to handle quality related issues”.

Setting of clearly defined targets and objectives was another suggestion given for the proper

implementation of QM in SD.

The key enablers or success factors for QM implementation from the thematic analysis of the

interviews are consistent with the success factors found in the analysis of the questionnaires

and those found in literature (Bajaj, Garg, Sethi 2018, p.130; Neyestani & Juanzon, 2016,

p.1585; Adeoti, 2011, p.20). The barriers identified from thematic analysis of the interviews

are also consistent with those found in literature such as Ceno, Vira & Kourouklis (2017, p.5),

Kundu & Manohar (2012, p.663) and Azyan, Pulakanam & Pons (2017, p.482).

The next section discusses the findings from the questionnaires and interviews

Part 4.3: Discussion of quantitative and qualitative analysis

This section discusses the results that emerged from both the both quantitative and qualitative

analysis of the questionnaires and interviews. In this section, the research findings are linked

to the relevant literature in order to achieve the research objectives.

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4.3.1 First objective: to determine the definition of Quality and identify QM technique

implemented by SD for quality improvement.

The results of the analysis of the quantitative data in section 4.1.4 showed that the most

recognised QM technique was perceived to be applied for quality improvement is Quality

control/assurance. Out of all the QM approaches listed in the questionnaire, Quality

control/assurance was the highest selected technique by employees of SD. This was also noted

by the interviewees when asked to describe their understanding of quality and QM. There is

usually not much conformity in terms of the general view of QM as QM implies different

meaning to different people (Dale, 2003, p.3) but most of the description from the interviews

aligned closely with the concept of quality control as defined by Montgomery, (2009, p17).

Ferreira and Diniz (2006, p.2) postulates that the concept of QM revolves around the interaction

between three variables; product, client and use. The dynamics of the interaction between these

variables reflects in an organisation’s working policies. From analysis of the interviews, the

definition of concept of quality and QM seems to resonate a focus on product quality and use.

Therefore, the definitions by participants were in line with meeting product standards and

adhering to required quality requirements. A possible reason why adhering to standards is

perceived by most of the employees to be the meaning of the quality concept could be due to

the intention of the organisation to obtain an ISO 9001:2015 certification as was mentioned by

HOU “we would love to obtain an ISO 9001: 2015 certification, it is our ambition to be a

certified organisation”. Therefore, it might be that a quality management system is being put

in place which adheres to ISO standards.

Applying a QM approach for quality improvement in an organisation is excellent but it can

prompt conflicting approaches inside the organisation. However, having a quality management

system in place, guarantees that everybody is working through similar procedures and towards

similar goals since it is commonly applied over the whole organisation (British Assessment

Bureau, 2019). From analysis, it could be Quality control/assurance has been adopted as the

main QM approach but other approaches such as lean management have also been adopted to

form a quality management system. Quality control/assurance could have been adopted as the

main technique due to the functions of the organisation which is the manufacture of satellite

and satellite space systems.

These findings are consistent with other studies, Patro (2013, p.2694) postulates that some

organisations consider ISO 9000 certification as the first step in the implementation process of

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QM. He also recognises the important role of quality control as a strategic technique in

achieving quality management in an organisation.

4.3.2 Second objective: to determine the QM factors for quality improvement in SD and

the perceived level of implementation of the QM factors by employees.

The analysis of questionnaires and interviews identified three CSFs for QM implementation in

SD; Management Commitment, Strategy Deployment and Employee engagement. All three

identified factors are consistent with literature as discussed below;

i. Management commitment- The results from the questionnaire revealed that commitment

to QM implementation by senior management was perceived to be medium in SD as

shown by a total mean score of 3.04, determined on the five-point Likert scale. Further

analysis of the responses by employees at different management levels showed that

senior, middle and lower management employees supported this finding. However,

descriptive analysis of responses from non- management employees indicated that they

perceived the implementation of management commitment to be high. All employees

interviewed mentioned the important role management commitment had to play with

regards to implementing QM in SD. Just as the quantitative data indicated a difference

in the opinion of the level of implementation of management commitment, the interviews

also indicated that there is a difference in opinion on the level of implementation of this

factor.

This finding is consistent with results of other studies on the factors of QM

implementation in the public sector. Studies by Santos, Santana and Elhimas (2018, p.9)

and Sadikoglu and Olcay (2013, p.8) found that management commitment and support

was needed for the implementation of quality initiatives in public sector organisations.

ii. Strategy Deployment- the analysis of the questionnaire showed that the employees of SD

are aware of the goals, mission and vision statements of the organisation. Overall, the

level of implementation of this factor was perceived to be high by employees of SD.

Individually, senior and non-management employees perceived that the implementation

of this factor is high, giving an indication that the organisation’s performance in the

implementation of this QM factor is outstanding. However, middle and lower level

managers perceive that the implementation of this factor is at a medium level which

might be an indication that there has been progress in the implementation level of this

factor in certain areas in the organisation, but this progress has not been in all areas. ASC

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suggested this when he mentioned “senior management are not focusing on all the

objectives of the organisation. Some processes are receiving attention and experiencing

improvements, while other areas are lagging behind”.

Another reason why middle and lower management perceive the level of implementation

of this factor as medium could be the absence of authority from senior management to

implement organisational plans and objectives. The possibility that employees are very

much aware of the organisation’s objectives can be an indication of good strategic

planning by the senior management and effectively communicating these plans to the rest

of the employees in the organisation. However, there might exist an absence in delegation

of authority by senior management due maybe to fear of loss of status (Demings, 1986,

p.10). ASC confirmed this when he mentioned this as a barrier “we are given a lot of

responsibility without commensurate authority which is a problem for us because one of

the requirements of ISO 9000 is that when you are giving people responsibility, you also

give them authority”.

For successful strategy deployment, senior managers need to trust their staff and allow

them take decisions and be willing to see them make mistakes (Kosgie, 2014, p.14).

Senior managers should take advantage of this knowledge of the strategic plans by

employees and integrate them with quality improvement initiatives for easy deployment

and implementation.

iii. Employee engagement- This factor scored the lowest from the perceived level of

implementation. This was also reflected in the responses from the interviews. Analysis

of the interviews revealed that there is lack of feedback from top management which

could cause a lack of inter-communication in the organisation, leading to a lack of

confidence in the system. Another cause can be bureaucracy as mentioned by one of the

respondents. Bureaucracy is characterised by a rigid structure with a top - down

communication system which normally leads to a lack of engagement of the staff within

any organisation. The study done by To, Lee and Yu (2011, p.70) showed that the

involvement of people in the process of QM implementation is very important. Markos

and Sridevi (2010, p.89) postulate that any initiative of improvement taken by

management cannot be successful without wilful involvement and engagement of

employees. This point was raised by the interviewee in section 4.2.3.8 who mentioned

that continuous training of all staff in quality related issues was not carried out in the

organisation resulting in a disengagement of staff from improvement initiatives. In

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organisations seeking to improve the quality of their processes, products and services,

training is necessary to allow some discretion allowing employees to do their job without

excessive control by managers and be allowed to solve minor issues without having to

ask for authorisation from people above in hierarchy (Vinni, 2007, p.116).

4.3.3 Third objective: determine the barriers to QM implementation in SD.

The barriers, both external and internal are all consistent with those in literature. Analysis of the

questionnaire showed that inadequate facilities, inadequate infrastructure and abandonment of

projects already embarked on, were the major external barriers facing the implementation of

quality improvement in the organisation. Analysis of the interviews revealed that the lack of

facilities and infrastructure was as a result of inadequate funding from the government budget.

Yearly budgetary allocation was not enough to provide the necessary resources needed to

implement all quality management initiatives resulting in the abandonment of some projects. A

study by Emeje, Ekere, Olayemi, Isimi and Gamaniel (2019, p.1) recognises the difficulty of

implementing QM in an organisation in Nigeria with limited resources. A survey of healthcare

facilities in Nigeria also noted financial constraint as a major impediment to quality management

implementation (Society for Quality in Healthcare in Nigeria (SQHN), 2014, p.3).

Analysis of the questionnaire also showed that lack of training programs relating to the quality

management and lack of top management commitment were the major internal barriers to QM

implementation in SD. This point was reiterated in the interviews by the lower managers (section

4.2.3.8) who stated that training was not an on-going process for the staff causing a lack of

technical knowledge of quality management. This result is consistent with the study by Kosgei

(2014, p.16) of the challenges facing the implementation of QM in a PSO in Kenya. This study

found that a lack of commitment by the management and some staff members and insufficient

training of key team players where some of the challenges to QM implementation.

Summary

This chapter presented the analysis and findings of the data collected through questionnaires and

interviews in SD. Through factor analysis, three factors were identified for QM implementation in

SD as Management Commitment, Strategy Deployment and Employee engagement. Findings also

indicated that overall the level of QM implementation was perceived to be at a medium level. The

major barriers to QM implementation were identified as inadequate facilities, inadequate

infrastructure and abandonment of projects already embarked on due to lack of funds, lack of

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training programs relating to the quality management and lack of top management commitment to

QM implementation.

Findings from the interviews also support the questionnaire results as lack of funds was identified

as a major factor preventing or limiting the implementation of QM. Inadequate facilities,

inadequate infrastructure and abandonment of projects already embarked on were all linked to lack

of funding from the government. The interviews also reflected the perceived level of

implementation of QM which indicated that overall progress is being made for the implementation

of QM in this organisation. The interviewees in section 4.2.3.5 showed that they were aware of the

organisation’s strategic policies but expressed frustration with the implementation of these policies

due to a lack of commitment from the senior management. The interviewees in section 4.2.3.10

also suggested areas of possible improvement which included continuous training of staff, better

strategic planning from senior management and setting of targets at all organisational levels with

clearly defined expected outputs.

The next chapter analyses the data collected from the second case organisation in this study of QM

implementation in Nigerian public sector organisations.

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CHAPTER 5

DATA ANALYSIS AND DISCUSSION: NR ORGANISATION

5.0 Introduction

This chapter analyses and discusses the quantitative and qualitative data obtained from

questionnaires and semi-structured interviews in the second case organisation named NR for

the purpose of this study.

This chapter has also been divided into three parts; Part 1 presents the quantitative analysis of

data collected using questionnaires in this organisation. Part 2 presents the qualitative analysis

of data collected using interviews and part 3 is the discussion of the findings of the quantitative

and qualitative analysis of the questionnaires and interviews.

5.1. Questionnaire analysis

The analysis begins with the organisational context and the respondents’ demographic

information. The second section presents a descriptive analysis of what is perceived by

respondents to be the quality improvement technique(s) implemented within the organisation.

The third section presents the results of the factor analysis, content validity and reliability tests

for the variables used in this study to identify the key factors of Quality Management (QM) in

the organisation. The fourth section is an analysis of the level of implementation of the

identified QM factors within NR and the differences in perception of the level of

implementation of these factors across the different management levels within NR. The fifth

section describes the external barriers hindering the implementation of QM in NR organization

and the last section describes the internal barriers to QM implementation within this

organisation.

5.1.1 Organisational Context

NR is a public organisation charged with provision of satellite services to the Nigerian public.

NR has 348 employees who work on the development and improvement of services provided

to the public. The organisational structure of NR is a traditional bureaucratic structure, with

vertical management layers that include the senior management, middle management, lower

management and non-management staff (Haque, Pathrannarakul & Phinaitrup, 2012, p.137;

Cordellaa & Iannacci, 2010, p.54). (Source: Head of customer service unit, NR).

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5.1.2 Characteristics of the sample

To break down the questionnaire data, descriptive statistics pertaining to the respondents’

profiles, were utilised. These concerned different demographic factors such as gender, age,

educational level, position in the organisation and years of experience within the organisation

as shown in Table 5.1

1. Gender - Table 5.1 shows that 82% of 56 respondents are male and 18% are female in this

study.

2. Age of respondents- Table 5.1 also indicates that 54% of respondents are aged between 21

and 30, 32% were aged between 31 and 40, 14% were aged between 41 and 50, while 0%

was aged between 51 and 60. This information indicates that most of the employees in this

organisation are aged between 21 and 40 years old (86%).

3. Level of Education- As shown in Table 5.1, 9% have a diploma, 34% have a bachelor’s

degree, 48% have a master’s degree and 9% have a doctoral degree.

4. Current Position- Regarding to the spread of respondents by management level, Table 5.1

shows that 14% of the respondents were senior managers, 34% were middle managers, 41%

were lower managers and 11% were non-management staff. This indicates that all levels of

management within this organisation are represented in this study.

5. Years of Experience- Table 5.15 shows that 20% of the respondents have ˂ 5 years’

experience, 62% have 5 to 10 years’ experience, 16% have 11 to 15 years’ experience and

2% have 16 to 20 years’ experience within the industry. This result indicates that the

respondents in this sample have adequate experience within the organisation to be able to

provide information on QM implementation, as most (80%) of the staff have worked in NR

for over 5 years.

5 Exhaustive enquires to collect comparative data for the whole of NR have not been successful

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Table 5.1: Demographic information of respondents from NR (author’s compilation)

1. Gender Frequency Percentage

Male 46 82

Female 10 18

Total 56 100%

2. Age

21-30 30 54

31-40 18 32

41-50 8 14

≥ 51 0 0

Total 56 100%


Diploma 5 9

Bachelor’s degree 19 34

Master’s degree 27 48

Doctoral degree 5 9

Total 56 100%

4. Position of respondents

Senior management 8 14

Middle management 19 34

Lower management 23 41

Non-management 6 11

Total 56 100%


< 5 years 11 20

5- 10 34 62

11-15 9 16

16-20 1 2

Total 56 100%

Observations from the demographic information;

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• The results showed that 86% of the respondents in this organisation were aged between

21 and 40 years at the time the data was collected.

• 9% of the respondents have a doctoral degree while 48% of the respondents have a

master’s degree.

• Majority of the study population, (75%), are middle managers (34%) or lower managers

(41%).

• 80% of the respondents have over 5 years’ experience within this case organisation.

These statistics indicate that the study population are well educated and probably had little or

no challenge in completing the questionnaires. It also indicates the possibility that the

perceptions of the middle managers and lower managers might have a greater impact on the

overall results for NR organisation than other groups.

5.1.3 Results regarding Quality Management techniques in NR for quality

improvement.

This section presents the results of the QM technique/techniques perceived to be implemented

for quality improvement in SD. Respondents were asked to identify a technique or techniques

that are being implemented, where more than one technique could be identified by a

respondent. The technique with the most points was judged by the researcher, to be the most

recognised QM technique perceived by employees to be implemented by the organisation.

Respondents were also provided with the opportunity to add other QM techniques that had not

been already stated in the questionnaire. The results are presented in Table 5.2 below;

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Table 5.2: Quality Management techniques implemented for quality improvement in SD as perceived by

respondents (source: The Author)

Quality Management Techniques Sum Percentage

I do not know 24 37%

Quality control/Quality assurance 22 34%

Lean management 8 12%

Just-In-Time 6 9%

TQM 5 7%

Lean Six Sigma 1 1%

5S 0 0

Quality circles 0 0

Six Sigma 0 0

In total, 66 responses were obtained. A large percentage of responses (37%) indicated that they

do not know the QM technique implemented in NR. 34% indicated that Quality control/Quality

Assurance is a technique implemented in NR. 12% of responses indicated that Lean

management is implemented, 9% indicated that Just-In-Time is implemented, 7% indicated

that TQM while 1% indicated Lean six-sigma. Six-sigma had no response.

Although Quality control/Quality assurance ranked number one, as the most recognised QM

technique perceived to be implemented for quality improvement in NR, a larger percentage of

the respondents indicated that they do not know the QM technique implemented in NR. This

result could be an indication that NR might not have a clearly defined QM approach or set of

approaches geared towards delivering quality products and services. It could also indicate a

lack of training of employees in quality management concepts. This result is further discussed

in section 5.3.2.

5.1.4 Factor Analysis

Factor analysis was also used to establish the QM factors in NR following the six step protocol

discussed in section 4.1.4. This protocol has already been discussed in detail in section 4.1.4,

therefore, only the results of the factor analysis using the steps outlined in the protocol are

presented here.

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Step 1: Determine data suitability for data analysis

i. Sample size - The sample size was 58 with 45 variables.

ii. Kaiser-Meyer-Olkin (KMO) Measure of Sampling Adequacy/Bartlett's Test of Sphericity-

The result of the KMO was greater than 0.5 at 0.538 and Bartlett’s test of sphericity had a

significance of (p = 0.000). Meaning that the data was fit for factor analysis and there was

a significant correlation among variables as shown in Table 5.3 below.

Table 5.3: KMO/Bartlett’s test of sphericity 1 (Source: The Author)




df 990

Sig. .000


As explained in section 4.1.4, PCA was the method used for factor extraction in this study.

Step 3: Determining criteria for retaining factors

The cumulative percent of variance extracted, the Kaiser’s criteria (eigenvalue > 1 rule) and

the Scree test were the criteria used for retaining factors.

i. Cumulative Percentage of Variance and Kaiser’s rule (Eigenvalue > 1) - Table 5.46 below

indicates a cumulative percentage of variance of 81%, highlighted on the table (meaning

that there are more than enough factors to meet the specified percentage of variance

explained) and a total of nine factors having an eigenvalue > 1.

6 Table 5.4 is a reduced table to show eigenvalues >1. The full table can be found in Appendix 11.

143

Table 5.4 Cumulative Percentage of Variance and Kaiser’s rule (Eigenvalue > 1) 1 (Source: The Author)


Factor Initial Eigenvalues Rotation Sums

of Squared

Loadings


1 16.677 37.059 37.059 9.740

2 5.533 12.295 49.354 9.690

3 3.173 7.052 56.406 9.936

4 2.837 6.305 62.711 7.699

5 2.541 5.647 68.357 6.175

6 1.818 4.040 72.398 5.504

7 1.765 3.923 76.321 5.520

8 1.389 3.086 79.407 3.338

9 1.016 2.258 81.665 5.261

This result indicates that nine factors can be retained from the analysis.

ii. Scree test

Figure 5.1: Scree plot 1 (Source: The Author)

According to the Cumulative Percentage of Variance, Kaiser’s rule (Eigenvalue > 1) and Scree

plot for the data set used for this study, nine factors could be retained for interpretation. The

result was rotated to produce an interpretable and simplified solution.

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Step 4: Selection of Rotational Method

The oblique promax rotation was used to simplify the interpretation of factors. Based on the

guidelines of Hair et al. (2014, p.115), the limit for factor loading analysis was 0.75 given that

the sample size is 56. The pattern matrix table was examined to find that nine factors were

identified but some variables did not load or were unable to be assigned to a factor using a

factor loading of ≥0.75 as stipulated by Hair et.al (2014, p.115) guidelines. Table 5.5 below is

the Pattern matrix the oblique promax rotation showing the nine factors identified by the

analysis.

Table 5.5 Pattern matrix of showing nine factors (Source: The Author)

Pattern Matrix

Variables Factor

1 2 3 4 5 6 7 8 9

v1

v2

v3

v4

v5 .878

v6

v7 .932

v8 .844

v9 .871

v10

v11

v12

v13

v14

v15 .910

v16 .829

v17

v18

v19 .756

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v20

v21 .901

v22

v23

v24

v25 .801

v26

v27

v28

v29

v30

v31 .769

v32

v33

v34 .859

v35

v36

v37

v38 .751

v39 .871

v40 .813

v41

v42

v43 .816

v44

v45

The results from the pattern matrix in Table 5.6 indicate that some variables could not load on

any factor and therefore have to be eliminated (Hair et.al, 2014, p.115) The elimination of

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variables created a change in the model parameters after re-running the analysis to obtain a

result were all variables were assigned to a factor.

The KMO was still adequate at 0.634 and the Bartlett’s test for sphericity still had a significance

of p=0.000. Meaning that the sample was still adequate for factor analysis as shown in Table

5.6 below;

Table 5.6: KMO and Bartlett’s test of Sphericity 2 (Source: The Author)


Kaiser-Meyer-Olkin Measure of Sampling

Adequacy.

.634

Bartlett's Test of

Sphericity

Approx. Chi-Square 186.97

1

df 21

Sig. .000

The results from the Cumulative Percentage of Variance at 83% variance and a scree plot

indicated a cumulative percentage of variance at 83% (highlighted on Table 5.7) and three

factors extracted as shown in Table 5.77 and figure 2 below.



Components Initial Eigenvalues Rotation Sums

of Squared

Loadings

Total % of

Variance

Cumulative % Total

1 3.113 44.475 44.475 2.772

2 1.675 23.927 68.401 2.072

3 1.091 15.592 83.993 1.950


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Figure 2: Scree plot 2

At the end of the analysis, a total of 38 variables did not load or were unable to be assigned to

a factor and were eliminated (See table 4.9 below). The following variables that did not load

or were unable to be assigned to a factor were eliminated; v1, v2, v3, v4, v5, v6, v9, v10, v11,

v12, v13, v14, v15, v16, v17, v18, v19, v20, v22, v23, v24, v25, v26, v27, v28, v29, v30, v32,

v33, v35, v36, v37, v40, v41, v42, v43, v44, and v45.

The pattern matrix as presented in Table 5.8 below indicates that all variables load well on all

three factors.

Table 5.8 Pattern matrix showing three factors (Source: The Author)

Pattern Matrix

Components

1 2 3

v7 .982

v8 .891

v21 .915

v31 .905

v34 .903

v38 .818

v39 .927

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Step 5: Reliability test

The acceptable level of reliability-coefficient-alpha is 0.70 or greater. Therefore, any alpha

coefficient that is below 0.70 must be dropped from the analysis as unreliable (Hair et al., 2011,

p, 123).



F1 0.863

F2 0.805

F3 0.864

As shown in Table 5.9, the alpha coefficients for all QM implementation factors identified

were all greater than 0.70 indicating that the survey is reliable and the data collected can be

used for further analysis (Lawrence, 2017, p.7)

Step 6: Interpretation and Labelling

Interpretation and assigning of labels to the three extracted factors was done in line with Hart’s

(2008, cited by Shehu & Akintoye, 2009, p.12) recommendation which suggests that the factor

names should be brief and communicate the nature of the underlying construct. This was

carried out by looking for patterns of similarity between variables that load on a factor. Factors

were labelled in descending order according to their arrangement on the questionnaire (see

Appendix 7). Therefore, labelling stated with the least numerical number to the highest

numerical number.

Factor 1 consists of two variables; v7 and v8;

V7- In my organisation, there is comprehensive identification of customer needs.

V8- In my organisation, there is alignment of process to satisfy customer needs.

These statements pertain to the identification and satisfaction of customer needs. This factor

has been labelled Customer focus because both statements in v7 and v8 align closely with the

concept of customer focus as defined by Sharabi (2015, p.114), “customer focus means meeting

the needs and expectations of current and potential customers by developing a comprehensive

understanding of customer needs and then delivering perceived value to customers.” The focus

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of this factor is to evaluate the commitment NR has shown in identifying customer needs and

aligning processes in the organisation to satisfy those customer needs.

Factor 2 consists of v21 and v31

V21- Seminars and workshops in quality issues are arranged for employees as part of an

ongoing process.

V31- There is recognition for outstanding performance in the organisation.

This factor has been labelled Employee focus because these statements pertain to the education

and development of employees on quality issues on a continuous process and the recognition

of employees with outstanding performance. According to Ya, Noor and Nasirun (2016, p.

237), providing employees with the opportunity to learn and develop has a strong effect on the

employees’ ability to provide satisfactory services to customers. The focus of this factor is to

evaluate training and development of employees in quality issues and recognition of employees

with outstanding performance in quality improvement.

Factor 3 consists of v34, v38, v39


between senior management and other employees.

V38- Self– assessment tools are used to improve performance gaps in the implementation and

effectiveness of system, process and practice.

V39- Benchmarking is used to identify the best procedures for improvement from other

organisations with similar interests and goals.

These statements pertain to the communication system in the organisation, self-assessment and

benchmarking for performance improvement. Self-assessment and benchmarking are tools

necessary for evaluating performance in organisation (Voss, Chiesa & Coughlan, 1994, p.83).

Also, having an effective communication system in an organisation is key effective

performance evaluation (Choudhary & Rathore, 2013, p.2084). Organisations use self-

assessment and benchmarking to measure and compare their current performance and

strategize for future process improvement activities (Jørgensen, Gertsen & Boer, 2004, p.344;

Choudhary & Rathore, 2013, p.2084). For effective performance measurement and

improvement, an effective communication system must be in place (Cheng, 2006, p.765).

Organisational communication is used to construct a community within an organisation, to

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inform and educate employees at all levels and to motivate them to support new strategies for

performance improvement (Husain, 2013, p.44). This factor has been labelled Performance

measurement. The focus of this factor is to evaluate the effectiveness of communication for

process, product and service improvement using self-assessment and benchmarking. Table

5.10 below presents the interpreted and labelled factors, variables that make up the factors and

their factor loadings.

Table 5.10: Summary and explanation of QM implementation factors on NR seen in Table 5.8 (Source: The

Author)

Factor 1- Customer focus Factor loadings

v7

v8

In my organisation, there is comprehensive

identification of customer needs.

0.982

In my organisation, there is alignment of process to

satisfy customer needs.

0.891

Factor 2- Employee Focus Factor loadings

v21

v31

Seminars and workshops in quality issues are

arranged for employees as part of an ongoing process.

0.915

There is recognition for outstanding performance in

the organisation.

0.905

Factor 3- Performance measurement

Factor loadings

v34

v38

v39

There is a communication system inside the

organisation that allows easy communication

between senior management and other employees.

0.903

Self– assessment tools are used to improve

performance gaps in the implementation and


0.818

Benchmarking is used to identify the best procedures

for improvement from other organisations with

similar interests and goals.

0.927

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5.1.5 Analysis of the perceived level of implementation of QM factors within NR.

This section analysis the three factors that were identified, interpreted and labelled in section

5.1.4. The respondents’ views were assessed by questions built on a five-point. The range for

each measurement scale was determined as explained in section 4.1.5. Table 5.11 below shows

the range of each scale:

Table 5.11: Range of scales (adapted from Diamond and Jefferies, 2001, p.48)

Likert scale

codes

Level of implementation Lower and Upper limits


1 Very low 1.00 to 1.80

2 Low 1.81 to 2.60

3 Medium 2.61 to 3.40

4 High 3.41 to 4.20

5 Very high 4.21 to 5.00

The mean value of all variables that fall within a QM factor and the scale on Table 5.11 are

used to determine the level of implementation of QM. When the mean score of a factor falls

between 1 and 1.80, it means the implementation of QM is perceived to be very low. When the

mean score is between 1.81 and 2.60, the level of implementation of QM is perceived to be low

and so on. The description for each perceived level of implementation has been discussed in

section 4.1.5

Table 5.12 presents description of perception scale for level of QM implementation in this

study.

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Table 5.12 Description of perception scale for level of QM implementation (Source: The Author)



Level of implementation Description

1 to 1.80 Very low Little or no evidence of implementation

1.81 to 2.60 Low Beginning or have attempted

implementation.

2.61 to 3.40 Medium Progress has been made for

implementation

3.41 to 4.20 High An established system is in place for

implementation

4.21 to 5 Very high Outstanding level of implementation

Table 5.13 below shows the mean scores of the CSFs as obtained from the factor analysis and

their perceived level of implementation in NR.

Table 5.13: Perceived level of implementation of QM factors in NR (Source: The Author)

CSFs in NR Variables8 Mean

scores

Weighted

Mean

Score

Perceived level

of

implementation

Customer Focus

v7 3.25 3.42 Medium

v8 3.60

Employee Focus

v21 2.46 2.58 Low

v31 2.71

Performance measurement

v34 3.71 3.46 High

v38 3.32

v39 3.35

Average score 3.15 Medium

The results from Table 5.13 indicate that overall, the perceived level of QM implementation in

NR is medium at a score of 3.15. Perception level of implementation of Customer focus factor

by all employees is medium at a score of 3.42. This result could be an indication that the

employees perceive that the organisation might not be doing enough to drive the

implementation of QM initiatives within NR in order to meet customer needs. The result of the

8 See variables in Table 5.10

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implementation of the second factor, Employee focus has the lowest perceived score of 2.58,

which could signify that employees in NR perceive that they are not engaged by senior

management in the implementation of quality initiatives within the organisation. The third

factor, Performance evaluation, is perceived by employees to be the most implemented factor

in NR, having a high mean score of 3.46. These findings are further discussed in section 5.3.2.

Having analysed the perceived impact of the implementation factors across NR, the next

section analyses the perceived impact of the identified QM factors by employees at the different

management levels. Further analysis has been carried out to see if the perception of the QM

factors is the same across management levels or if there is a variation in the perception. The

results can help the organisation identify areas of improvement as was suggested by Holden,

Eriksson, Andreasson, Williamsson, and Dellve (2014, p.191)

5.1.6. Analysis of critical success factors across management levels in NR.

This section assesses the perception of the QM factors identified in this study across the

different management levels in NR. Table 5.14 presents mean scores of the variables which

make up all factors as perceived by senior management employees.

Table 5.14: Perceived level of implementation of critical success factors by senior management in NR (Source:

The Author)

CSFs Variables Mean scores Weighted

Mean

Score

Perceived level

of

implementation

Customer Focus

v7 2.50 2.87 Medium

v8 3.25

Employee Focus

v21 2.75 3.06 Medium

v31 3.37

Performance

measurement

v34 3.37 3.37 Medium

v38 3.25

v39 3.5


The results indicate that on average, the senior management perceive that the level of

implementation of the factors identified in this study is medium at a score of 3.10. All three

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factors had a score within the medium parameter as given on the scale in Table 5.12 above.

These findings are further discussed in section 5.3.2.

Table 5.15 presents the results of the perceived implementation of the QM factors by middle

management employees within NR.

Table 5.15: Perceived level of implementation of CSFs by middle management in NR (Source: The Author)

CSFs Variables Mean

scores

Weighted

Mean

Score

Perceived level

of

implementation

Customer Focus

v7 3.26 3.42 Medium

v8 3.57

Employee Focus

v21 2.21 2.42 Low

v31 2.63

Performance

measurement

v34 3.63 3.14 High

v38 2.84

v39 2.94


The results indicate that overall, the middle management perceive that the implementation of

the QM in NR is medium at a mean score of 2.99. Both Customer focus and Performance

measurement were perceived to be at a medium level of implementation which could indicate

that middle managers perceive that the organisation is developing in the area of customer

satisfaction and performance measurement. Implementation of Employee focus was perceived

to be low at a score of 2.42, which could indicate that middle managers perceive that employees

are not adequately trained to handle quality related issues and recognition of employees with

outstanding performance is inadequate in the organisation. These findings are further discussed

in section 5.3.2.

Table 5.16 presents the results of the perceived implementation of the CSFs by lower

management employees in NR.

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Table 5.16: Perceived level of implementation of CSFs by lower management in NR (Source: The Author)

CSFs Variables Mean

scores

Weighted

Mean

Score

Perceived level

of

implementation

Customer Focus

v7 3.56 3.71 High

v8 3.86

Employee

Focus

v21 2.47 2.54 Low

v31 2.60

Performance

measurement

v34 3.82 3.66 High

v38 3.56

v39 3.60


These results indicate that on overall, the lower management perceive that the implementation

of the QM is medium at a mean score of 3.30. Customer focus and Performance measurement

factors were both perceived to have a high level of implementation which could mean that

lower managers perceive that there is an established system in place to increase customer

satisfaction and ensure performance measurement in the organisation. However, Employee

focus was perceived to be at a low level of implementation with a mean score of 2.54 which

could mean that lower managers perceive that the organisation is making an attempt at

implementing this QM factor.

Table 5.17 presents the results of the perceived implementation of the CSFs by non-

management employees within NR.

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Table 5.17 Perceived level of implementation of CSFs by non-management in NR (Source: The Author)

CSFs Variables Mean

scores

Weighted

Mean

Score

Perceived level

of

implementation

Customer Focus

v7 3.00 3.08 Medium

v8 3.16

Employee Focus

v21 2.83 2.58 Low

v31 2.33

Performance

measurement

v34 4.00 3.77 High

v38 3.50

v39 3.83


These results indicate that on average, the non-management employees also perceive that the

implementation of the QM in this organisation is at a medium level at a mean score of 3.14.

The result for the perceived level of implementation of the individual factors indicated that all

three factors fall on different parameters on the scale. Customer focus was perceived by non-

managers to have a medium level of implementation with a score of 3.08, Employee focus was

perceived to have a low level of implementation with a score of 2.58 while Performance

measurement was perceived to have a high level of implementation with a score of 3.77. These

findings are discussed in section 5.3.2.

Summary

The analysis of the implementation level of the factors identified in this study as perceived

across management levels indicates that employees on different management levels perceive

that QM implementation in NR is at a medium level. Further analysis of perceived level of QM

implementation also indicated that all employees at all levels of management in this study,

perceive that overall, the implementation of QM is at medium level.

This could be an indication that progress has been made in the deployment of QM initiatives

in some areas within NR but there is still more to be done to establish a quality system which

aligns all activities in the organisation with similar prerequisites and guidelines to convey

consistency and quality at all levels (British Assessment Bureau (2019).

However, further analysis of the implementation of individual factors indicated that employees

at different management levels perceive their level of implementation differently.

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Across the management level, Performance measurement consistently had the highest score,

Customer focus consistently had a medium score while Employee focus consistently had the

lowest score. Senior and middle management perceived the implementation of performance

measurement as medium while lower and non-management perceive the implementation of

performance measurement as high. This result could indicate that lower and non-management

might perceive that there is an effective communication system within the organisation that

enables the effective evaluation of the performance of processes, products and services in the

organisation but senior and middle managers might not perceive that performance is

sufficiently established in the organisation to be effective for quality improvement.

Implementation of customer focus was perceived to be at a medium level by senior and non-

management while middle and lower managers perceived the level of implementation of this

factor as high. This result could indicate middle and lower manager perceive that an established

system has been set in place for effective implementation of this factor but the senior and non-

management staff perceive that although progress has been made in implementing this factor

in the organisation, more work has to be done to establish this factor in the organisation.

Implementation of employee focus was perceived by middle, lower and non-management as

low while senior management perceived the implementation level of this factor to be at a

medium level. This result might indicate that senior management perceive that progress has

been made in the continuous education and development of employees on quality related issues

and in recognising employees who have performed very well in carrying out their jobs to

improve quality but middle, lower and non-management employees do not perceive it that way.

Middle, lower and non-management employees might perceive that attempts have been made

in the organisation for education, development and recognition of employees but real progress

has not been made in implementing initiatives that will establish this factor in the organisation.

These results are further discussed in section 5.3.2 with support from qualitative data.

5.1.7 Results regarding external barriers hindering the implementation of QM

This section provides the results of the barriers hindering the implementation of QM in NR

organisation. The barriers hindering QM implementation have been differentiated into external

and internal barriers as already discussed in section 4.1.7.

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Table 5.18: External barriers of QM implementation in NR (Source: The Author)

Barriers Mean scores Rank

Inadequate facilities is a challenge. 4.30 1

Abandonment of projects due to lack of

funds is a challenge.

4.13 2

Inadequate infrastructure is a challenge 4.07 3

Delays in the completion of projects is a

challenge.

4.04 4

Slow process of decision making is a

challenge

4.02 5

Lack of innovation and creativity within

the system is a challenge

4.00 6

Lack of availability of modern technology

is a challenge

3.92 7


management is a challenge.

3.77 8

Changes in projects already embarked

upon is a challenge.

3.71 9

Table 5.18 shows the mean score for those barriers which prevent the implementation of QM

in NR. The highest mean was 4.30 and the lowest mean was 3.71. The table shows that

inadequate facilities, abandonment of projects due to lack of funds and inadequate

infrastructure are perceived to be the biggest external barriers preventing the implementation

of QM initiatives in NR. Lack of information flow from top management and changes in

projects already embarked upon are perceived to be the least external barriers to the

implementation of QM initiatives in NR. A study by Ab Rahman et.al (2011, p.621) identified

lack of technological facilities as a major barrier to QM implementation, Sebastianelli and

Tamimi (2003, p.52) identified insufficient infrastructure as a major barrier to QM

implementation and Kosgie (2014) also identified lack of funds as barriers to QM

implementation. These findings are further discussed in section 5.3.3 with support from

qualitative data.

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This section presents results of the internal barriers (obstacles which are within the control of

the organisation) to QM implementation as perceived by employees in NR. The respondents

were asked about their views on the internal barriers to QM implementation as explained in

section 4.1.8. The results are presented in descending order, from the factor perceived to be the

major hindrance, to the factor perceived to be the least hindrance to QM implementation.

Table 5.19: Internal Barriers of QM implementation in NR (Source: The Author)


Lack of a recognition system 4.57 1

Lack of training programs relating to quality

management.

4.41 2

Lack of top management commitment to QM

implementation

4.37 3

Lack of a reward system. 4.30 4

Lack of commitment to quality strategy

requirements

4.21 5

Lack of use of quality measurement. 4.14 6

Ineffective communication between the

organisation and its customers

4.05 7

Poor organisational communication 3.83 8

Lack of focus on customer satisfaction 3.73 9

Lack of effective measurement of quality

improvement

3.64 10

Resistance from employees 3.53 11

The highest mean was 4.57 and the lowest mean was 3.53. The table illustrates that lack of a

recognition system, lack of top management commitment to QM implementation, and lack of

training programs relating to QM are the major internal barriers preventing the implementation

of QM in NR. Lack of effective measurement of quality improvement and resistance from

employees was perceived to be the least internal barrier to QM implementation in NR. These

findings for barriers preventing or limiting the implementation of QM are consistent with

literature (Haque, Sarwar & Yasmin, 2013b, p.39; Pimentel & Major, 2016, p.1007; Abdullah

et.al, 2013, p.871; Mosadeghrad, 2013, p.170)

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Summary

The results of the quantitative analysis of the questionnaire suggests that the most recognised

quality initiative perceived to be implemented is Quality control and Assurance. Factor analysis

identified three CSFs for QM in NR, namely; customer focus, employee focus and performance

evaluation. These results indicate that these findings are consistent with literature, Sadikoglu

& Olcay (2014), Bajaj, Garg, Sethi (2018), Neyestani & Juanzon, (2016) and Lakshmi (2019)

identified customer focus, Talib, Rahman and Qureshi (2010), Shafiq, Mirza, Abid & Naeem

(2014) and Sabry (2014) identified Employee focus, Fryer & Ogden (2014), Salleh, Zakuan,

Ariff, Bahari, Chin, Sulaiman, Yatim, Awang & Saman (2018) and Kundu & Manohar (2012)

identified performance measurement as factors necessary for QM implementation.

Descriptive analysis showed that implementation of CSFs was generally perceived to be

medium. Further analysis showed that there was a difference of opinion across management

levels concerning the level of implementation of the individual factors identified in this study.

Senior, middle and non-management level employees perceived the implementation of the

customer focus factor to be medium while lower level management employees perceived this

factor to be highly implemented. Senior management perceived the implementation of

employee focus to be medium but middle, lower and non-management employees, perceived

the implementation of this factor to be low. Senior and middle management level employees

perceived the implementation of performance measurement to be medium while lower and

non-management employees perceived the implementation of this factor as high. These

variations in the perception can help senior management identify areas of improvement as was

suggested by Holden et.al (2014, p.191)

The results of the barriers to implementation of QM initiatives indicated that the biggest

external barrier is perceived to be inadequate facilities while the least external barrier is

perceived to be changes in projects already embarked. The biggest internal barrier was

perceived to be lack of a recognition system while resistance from employees was perceived

to be the least internal barrier to QM implementation. These results indicate that these findings

are consistent with literature (Haque et.al, 2013, p.39; Pimentel & Major, 2016, p.1007;

Abdullah et.al, 2013, p.871; Mosadeghrad, 2013, p.170; Sebastianelli & Tamimi, 2003, p.52;

Kosgie, 2014)

These results are further discussed in part 3 of this chapter with support from qualitative data

gotten from interviews with employees in NR.

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The next part of this chapter presents the thematic analysis of qualitative data obtained from

interviews with employees of NR.

5.2. Qualitative analysis of interviews


NR. Template analysis was adopted for analysis as discussed in section 3.2.8.1 A protocol was

developed and used as a guide in conducting the analysis (also discussed in section 3.2.8.1).

The interviews focused on exploring the understanding of quality and quality management

(QM) among staff of this organisation and to explore the perceived key enablers as well as

barriers to the implementation of QM initiatives in NR. The discussion centred on themes

which included job roles, reason for QM implementation, improvement initiatives

implemented, enablers of the implementation and obstacles to implementation of improvement

initiatives in NR.

5.2.1 Characteristics of participants in the interviews in NR

Semi-structured interviews were conducted with two employees in NR. The interviewees

included a middle manager who is a chief engineer and head of a unit within NR, and a lower

management employee who is a principal engineer. The details of participants and their

identifiers are presented in Table 5.20

Table 5.20: Interview participants and their identifiers in NR. (Source: The Author)

Name Job level Identifier

Participant 1 Middle manager CEN

Participant 2 Lower manager PEN

5.2.3 Analysis of interview themes

The protocol discussed in section 3.2.8.1 was used to develop themes from the interview

transcripts. The themes drawn from the interviews are described below;


The first theme from the responses of the interviewees was the organisational type. From the

responses, NR is a government owned organisation involved in the provision of a range of

satellite products and services to other Nigerian government organisations, the Nigerian

162

citizens and organisations from other countries. It is also involved in the design of satellite

subsystems and monitoring of the Nigerian satellite in space from the ground station. This

theme was explored to meet the aim of this study which is to investigate QM implementation

in Nigerian public sector organisations in the space industry. The responses from the

interviewees confirm that this is a Nigerian PSO and the functions of the organisation confirm

that it is in the space industry.

5.2.3.2 Job role

The second theme that arose from the interview was the job roles of the staff which gave an

indication to their management levels within NR. The job roles of the interviewees included a

middle management staff who is chief engineer and the head of a unit within NR and a lower

management staff who is a principal engineer. According to the analysis of job roles of the

participants’ views in relation to implementation of quality initiatives in NR, CEN described

his job role as:

“I am the head of the customer relations unit. My job is to ensure customer satisfaction by

meeting the needs or requests of the customer, available from our range of products….it

involves end-to-end activities to ensure that at every point, customers are served correctly”

PEN described his job role as:

“My job responsibilities in the frequency management unit involves regulating and monitoring

spectrum allocation for our services. We carry out frequency planning, assignment and

coordination with other organisations using the same or different satellites to make sure there

is no interference so as to obtain the maximum output”

The job roles as explained by the participants gave the researcher an understanding of the role

each employee plays in implementing QM within the organisation.


The third theme from the interviews was the general understanding on the concepts of quality

and QM. Both participants associated their answers with for customer satisfaction. CEN

described quality as “when a customer gets value for what he/she is paying for and quality

management is what we do continuously to make sure that our services are always available

for our customers”

PEN described quality as “when a service is provided for a customer and he is satisfied”

Looking at these definitions of quality from the participants, it can be seen that both responses

refer to meeting customer needs and satisfying the customer (Oakland (1997, p.3).

163


The fourth theme of the interviews discussed the reasons for the implementation of QM in the

organisation. CEN was of the opinion that quality initiatives have been implemented in NR so

that the organisation’s products and services can compete well in the satellite industry both

locally and globally. In his words;

“QM is a global practice and if you don’t practice it, you are not serious. Implementation of

QM is necessary to evaluate and access your products and services using a particular

benchmark. There are competitors in every industry and if our customers are not well taken

care of, they will go to someone who can take care of them better than what we are doing”

PEN was also of the same opinion. In his words;

“Quality initiatives are implemented to improve our products and services. In order to keep

our customers, we find out their complaints, identify the problem, define it and then proffer

solutions to these problems so that our customers will not leave us”

These responses are also consistent with those found in literature such as Sadikoglu and Olcay

(2014, p.4)

5.2.3.5 Ways quality management has been implementation

In the fifth theme, participants were asked to identify quality initiatives are been implemented

in the organisation to bring about improvement.

- Customer satisfaction survey, according to PEN “we usually carry out a customer

satisfaction survey to get a review of the service they have been getting from us. From this

survey we identify the complaints and a committee which has been formed consisting of

technical staff, service engineers and sales support staff, investigates these issues and to

find solutions to these complaints”

- Having a customer relations unit as PEN explains “we have a customer relations unit that

coordinates the interaction between customers, marketers and engineers who design

products and services.”

- Continuous monitoring of the system. CEN elaborates on this “we continuously monitor

the system and take periodic readings so that issues in the system can be identified quickly

and resolved immediately”

- A level of authority is given to employees to handle issues based on management level.

CEN explains this saying “every staff is given a level of authority to deal with

abnormalities discovered in the system. If an employee’s level of authority does not solve

the problem, there is a procedure for immediate escalation to the next level”

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- Quality circle, according to PEN “a committee has been set up by senior management,

whose members are made up of employees from different departments in the organisation.

This committee uses the information we collect from customers to strategize and proffer

solutions to issues we have with our customers”

- Having effective inter-communication between management levels. PEN explains “there

has been openness between the senior management and the rest of the staff in the

organisation. Staff suggestions are normally sent to senior management who look into

them and organise meetings to discuss it further with the staff.”

These practices are consistent with quality management practices mentioned in literature such

as Zakuan et.al (2012, p.26) and Bouranta et. al (2019, p.10)

5.2.3.6 Enablers of quality management implementation in NR


implementation within the organisation. Those enablers identified were senior management

commitment, CEN explains this “there are monthly meetings in which the Managing Director

discusses what has been achieved and new strategies for quality improvement. These meetings

are to sensitise the staff and keep everyone in sync with the organisation’s objectives.”

Free flow of information and having a two-way communication system were also identified as

enablers of QM implementation, PEN explains “there has been openness between the senior

management and the rest of the staff in the organisation. Staff suggestions are normally sent

to senior management who into them and organise meetings to discuss it further with the staff.”

These findings are consistent with findings of Patro (2013, p.2693) and Orumwense (2014).


The seventh theme from the interviews was external barriers which serve as obstacles to

implementing quality initiatives and are out of the control of the organisation. The barriers

mentioned were

- Government influence in terms of policies such as placing an embargo on recruitment of

staff and on staff trainings done outside of Nigeria, CEN explains how this is affecting

QM implementation the organisation “the embargo on staff recruitment in our

organisation has led to a shortage of hands to carry out projects. Also, the embargo on

staff training done outside of Nigeria is also affecting quality improvement in our

organisation because there is a lack of local competency in skills required in this

particular industry”.

165

- Government influence in terms of funding; CEN explains how this is affecting the

organisation “inadequate funds from budgetary has caused a lack of the necessary

equipment (hardware and software) to carry out projects”.

- Inadequate infrastructure in terms of inadequate power supply due to the epileptic power

generation in the country. PEN had this to say, “the cost of providing power supply in the

organisation has increased the cost of production which has had a negative impact on the

profits generated by the organisation.”

These responses are all consistent with literature such as Arshida et.al (2013, p.258) and

Khan (2011, p.156).


The eighth theme from the interviews was internal barriers which serve as obstacles to

implementing quality initiatives and can be controlled by the organisation. The barrier

mentioned was;

- Lack of training of employees, CEN and PEN both spoke about lack of training for QM

in NR. CEN “we have a challenge in the area of staff training. Trainings which will expose

staff to various opportunities and different scenarios within the industry on how to tackle

different problems when they arise and capacity building trainings on how handle your

job”.

- Resistance from management; PEN explain how this is a barrier “there is politics

everywhere, some people have vested interest in some things and don’t want things to

work. Some believe you want to take their jobs from them”

These findings are consistent with literature, Kosgie (2014, p.14) and Abdullah et.al (2017)

highlighted the effect resistance from middle management can have in hindering or limiting

the implementation of QM.

5.2.3.9 Benefits of implementation of QM

The ninth theme drawn from the interview was the perceived benefits from implementing

quality management. Some of the benefits were

- Staff were more motivated to carry out their jobs.

- Increased customer confidence in the organisation’s products and services

PEN stated that “implementing quality management initiatives has transformed our

organisation and moved it from one level to a better level. Our customers now have more

confidence in our services”

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Other benefits indicated were;

- Award of more contracts

- Growth of customer base

According to CEN, “after launching our second satellite in 2009, and improving on the quality

of our products and services, we have been awarded more contracts, one of which I have been

managing for 3 years now and there has been continuous increase in our customer base”

Similar benefits have been identified in literature such as Ab Rahman et.al (2011, p.621)

5.2.3.10 Suggested ways improvement

The tenth theme drawn from the interview was suggestions from the participants of possible

improvements that can be done in NR. The suggestions mentioned were;

- Training for staff

- Government policies should be carried out after consultations with organisations in different

industries before implementation. CEN suggested this saying “the government should consult

with organisations before implementing policies and considerations should be made for

organisations in some industries such as ours (space industry) because some policies are

affecting us and our performance”

5.14 Interview Analysis Summary

The interviews with the employees of NR discussed the job role of the employees, their

understanding of the quality concept and the reason for the implementation of quality

improvement initiatives within NR. The interviewees also described the key enablers and

benefits of improvement efforts, barriers to improvement efforts and suggested improvement

possibilities that can be done in NR.

The analysis of the interviews pointed to the understanding of the quality concept in NR. The

concept of quality and QM described by most of the interviewees was in line with identification

of customer needs and satisfying those needs.

The interviews revealed that the implementation of QM initiatives in the organisation was to

remain competitive and grow the organisation’s customer base. Other reasons given for the

implementation of QM initiatives include improvement of the organisation’s products and

services and to identify and satisfy customer requirements. Literature confirms that these

167

reasons stated for the implementation of QM as other authors have identified (Polat, et.al, 2011,

p.1118; Lakhe & Mohanty, 1994, p.21; To et.al, 2011, p.67)

In terms of key enablers to QM implementation, analysis showed senior management’s

commitment to implementing strategic development objectives. Furthermore, the participants

identified free flow of information and effective communication. The key enablers or success

factors from the thematic analysis of the interviews are consistent with the success factors

found in the analysis of the questionnaires and those found in literature (Kundu & Manohar,

2012; Bigliardi, & Galati, 2014; Zubair, 2013)

More so, the participants described several issues that hindering or limiting the implementation

of quality initiatives in the organisation which include the influence of government policies on

improvement efforts in the organisation, as NR is a government owned organisation, its

operations are affected by policies set up by the Nigerian government. Insufficient budgetary

allocations for the organisation was said to be the cause of lack of resources necessary for QM

implementation. Other barriers mentioned were; resistance from middle management and a

lack of training in the quality management concept. These findings are consistent with literature

and have been identified by authors such as Kosgei (2014, p.16) and Suleman & Gul (2015,

p.126)

Furthermore, the interviewees offered suggestions for ways in which quality management can

be implemented in NR. The suggestions included continuous training of staff in quality related

issues, according to the interviewee. Another suggestion was a review with the formulation and

implementation of government policies.

The next section will discuss the findings from the analysis of the quantitative of the

questionnaires with support from the qualitative analysis of interviews.

5.3 Discussion of quantitative and qualitative analysis

This section discusses the results that emerged from both the quantitative and qualitative

analysis of the questionnaires and interviews in NR. In this section the research findings are

discussed and linked to the relevant literature to achieve the research objectives.

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5.3.1 First objective: to determine the definition of quality and identify the QM technique

implemented for quality improvement within NR

The results of the analysis of the quantitative data indicated that quality control/assurance was

most recognised QM technique applied for quality improvement in NR when participants were

asked to choose the QM approach applied for quality improvement within the organisation.

However, a large proportion of the research population in this study did not know the QM

technique that has been adopted for quality improvement in NR. This could be as a result of

the absence of a clearly defined approach or set of approaches adopted across the entire

organisation, aligning all activities with similar prerequisites and guidelines to achieve

consistency and quality at all levels (British Assessment Bureau (2019). The absence of a

clearly defined QM approach could be the reason why a large proportion of the study

population did not know the QM technique applied for QM implementation in NR.

From analysis of the interviews, the definition of quality as discussed in section 5.2.3.3 seems

to resonate a focus on customer satisfaction. The definitions of the quality concept by

employees from NR in this study align with Oakland’s (1997, p.3) definition of quality-

“Quality is meeting customer requirements”. One of the interviewees also spoke about

continuous monitoring of processes to identify abnormalities and quickly resolve issues

(section 5.2.3.5). This might indicate the use of quality control as the main QM approach in the

organisation.

5.3.2 Second objective: to determine the factors of necessary for QM implementation in

NR and the level of implementation based on the perception of employees.

The analysis of questionnaires and interviews identified three CSFs for QM in NR; Customer

focus, Employee focus and Performance measurement. All three identified factors are

consistent with literature as discussed below;

5.3.2.1 Customer focus- The results from the questionnaire revealed that customer focus in the

organisation was perceived to be medium as shown by a total mean value of 3.34,

determined on the five-point Likert scale. The qualitative analysis of the interviews

conducted with employees at different management levels within NR supported this

finding from the quantitative analysis. The employees interviewed recognised the

importance of customer focus with regards to implementing QM at NR, however both

quantitative and qualitative results confirmed that there was not enough commitment to

the implementation of the factor. This perception of a lack of commitment to customer

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focus could be as a result of the lack of resources to carryout projects in the organisation

in order to meet customer needs (see section 5.1.7 and sections 5.2.3.7). It could also

be due to a lack of training of staff as identified in sections 5.1.8 and section 5.2.3.8.

Employees might not be trained well enough to handle quality related issues which

could bring about an improvement in quality of products and services to the satisfaction

of the customer. This lack of training was linked to the embargo placed on foreign

training of staff, as discussed in section 5.2.3.8.

These findings are consistent with other studies such as Ullah, Ajmal and Aslam (2016,

p.44), Sharabi, (2015, p.116) and Chai (2009, p.370) indicating that focusing on

customer needs is important for quality improvement.

5.3.2.2 Employee focus- from the analysis of the questionnaire, this factor was perceived to be

the lowest factor implemented. A statement by PRE indicated that the lack of training

of employees could be the reason for this result. Lack of training of employees in quality

related issues was also recognised as the biggest internal barrier to QM implementation

within this organisation. Studies have shown that employee training is one of the key

elements in employee focus (Azeem, Rubina & Paracha, 2013, p.696). The studies by

Zakuan, et.al (2012, p.28), Bigliardi and Galati (2014, p.167) and Bouranta, et.al (2019,

p.13) all identified training as important factor to implementing quality in service sector

organisations.

Recognition and reward are also key elements which should be implemented to indicate

a focus on employees. Research has shown that employees are motivated when their

contributions in the organisation are recognised and rewarded (Nasir, 2015, p.6; Ali &

Ahmed, 2009, p.271)

5.3.2.3 Performance measurement- from the questionnaire analysis, this factor had the highest

overall perceived level of implementation with a medium score of 3.42 on Table 5.13.

Senior and middle management employees perceived this factor to be at a medium level

of implementation while lower and non-management employees perceived this factor

to be highly implemented. In section 5.2.3.4, CEN stated that NR’s services and

processes were benchmarked with global best practices from other organisations in

order to improve. Performance evaluation of employees are also carried out annually

and areas of improvement communicated to staff. Performance measurement helps

organisations achieve their goals by monitoring and improving the performance of

individuals, departments and units within organisations. This factor is important in

public sector organisations to provide accountability for public funds spent, it is also

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important for providing more effective public services (Rouse, 1999, p.76). According

to the interviewees, NR is implementing this QM factor by carrying out performance

appraisals, setting key performance indexes for units and departments and

benchmarking against world best practices.

5.3.3 Third objective: determine the barriers to implementation of QM factors in NR.

Analysis of the questionnaire showed that inadequate facilities, abandonment of

projects due to lack of funds and inadequate infrastructure were the biggest external

barriers facing the implementation of quality improvement in the organisation. Analysis

of the interviews revealed that the lack of facilities and infrastructure was as a result of

inadequate funding from the government budget. Projects were abandoned because

they could not be funded from the insufficient funds allocated to the organisation from

the government budget. CEN stated that funds allocated for projects were most times

diverted to other issues such as buying gas to generate electricity for the organisation

so as not to disrupt services provided to customers.

Analysis of the questionnaire also showed that lack of a recognition system, lack of top

management commitment to QM implementation, and lack of training programs

relating to QM were the biggest internal barriers to quality implementation in NR. This

point was reiterated in the interviews by PRE in section 5.2.3who stated that lack of

employee training was a major challenge in the organisation. Resistance from some

management staff due to fear of loss of statues was also identified as a barrier in the

interviews. This result is consistent with the study by Kosgei (2014, p.16) of the

challenges facing the implementation of QM in a public school in Kenya. This study

found that a lack of commitment by the management and insufficient training of key

team players where some of the challenges to QM implementation.

Conclusion

This chapter presented the analysis and findings of the data collected through questionnaires and

interviews in NR. Through factor analysis three factors were identified for QM implementation in

NR which are; customer focus, employee focus and performance measurement. Descriptive

analysis to determine the level of QM implementation in NR produced a result indicating that the

level of implementation of QM is medium. Further analysis in section 5.1.6 indicated that there

are differences in opinion across management levels concerning the level of implementation of the

QM factors identified in this study. In section 5.1.7, the major external barriers to QM

implementation were identified as inadequate facilities, inadequate infrastructure and

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abandonment of projects already embarked on, while major internal barriers to QM

implementation in NR were identified as lack of a recognition system, lack of training programs

relating to the QM and lack of management commitment to QM implementation.

Findings from the interviews also provided support to the findings from the questionnaire results

as lack of funds was identified as a major factor inhibiting implementation of QM in NR.

Inadequate facilities, inadequate infrastructure and abandonment of projects already embarked on

were all linked to lack of funding from the government. The interviews also echoed the perceived

level of implementation of QM which was found to be medium. The interviewees suggested areas

of possible improvement which included continuous training of staff in quality issues and reforms

in government policy formation to accommodate organisations like theirs which are pace setters

within their industry.

The next chapter presents a cross case analyses of the data collected from both organisation in this

study of QM implementation in Nigerian public sector organisations.

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CHAPTER 6

CROSS CASE DATA ANALYSIS

6.0 Introduction

This chapter presents a cross case analysis to compare the findings from the two case

organisations used in this study. Critical success factors common to both organisations are

identified and their level of perception are compared. The external and internal barriers

hindering the implementation of QM in the both organisations are also compared to identify

similarities and differences.

This chapter is again divided into three parts. Part 1 presents the quantitative analysis of data

collected from both organisations using questionnaires and compares the results. Part 2 presents

the qualitative analysis of data collected using interviews and Part 3 is the discussion of the

findings of the quantitative and qualitative analysis of the questionnaires and interviews.

6.1. Questionnaire analysis

The analysis begins with a cross case analysis of the respondents’ demographic information.

The second section presents a cross case descriptive analysis of what is perceived by

respondents to be the quality improvement technique(s) implemented within the organisations.

The third section presents a cross case analysis of critical success factors identified in each

organisation and the results of the factor analysis, content validity and reliability tests for the

variables used in this study to identify the critical factors of QM implementation in both

organisations. The fourth section is a cross case analysis of the level of implementation of the

identified critical success factors of QM. The fifth section is a cross case analysis of the external

barriers hindering the implementation of QM in each organisation and the last section is a cross

case analysis of the internal barriers to QM implementation within both organisations.

6.1.2 Sample Characteristics

To analyse the questionnaire findings, descriptive statistics which dealt with the respondents’

profiles, was employed. These concerned various demographic factors such as gender, age,

educational level, position in the organisation and years of experience with the organisation as

shown in Table 6.1

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6.1.2.1 Gender

Table 6.1 shows that a high percentage of participants in this study were male in both

organisations, 71% in SD and 82% in NR. This result indicates that the majority of people who

participated in this study are male. The results agree with a study by the 9Nigerian Bureau of

Statistics (2015), which indicated that the proportion of the male population employed in

federal government agencies was consistently higher than for females across, all management

levels. The percentage of women employed between 2014 and 2016 for both senior and lower

level positions, was below 42% (Nigerian Bureau of Statistics, 2015). This finding indicates

that the number of male employees is more than the female employees in both case

organisations.

6.1.2.2 Age of respondents

Table 6.1 also shows that the majority (46% in SD and 52% in NR) of the respondents in both

organisations in this study are aged between 21 and 40 years, which typically represents the

young age of Nigerians. According to a publication by the American Central Intelligence

Agency (2019), Nigeria is a relatively young society with 30.4 percent of the population within

the 25-54 age group.

6.1.2.3 Level of Education

As shown in Table 6.1, majority of the participants in both organisations have a master’s

degree, 54% in SD and 46% in NR. 6% of the respondents in SD have a diploma while 9%

have a diploma in NR, 31% of respondent in SD have a bachelor’s degree while 34% have a

bachelor’s degree in NR. 9% of respondents in both SD and NR have a doctoral degree. This

result indicates that respondents in this study from both organisations are educated and might

have had little or no problem with understanding and completing the questionnaire.

6.1.2.4 Current Position

With regard to the distribution of respondents by hierarchical level, Table 6.1 shows that

majority of respondents from SD (56%) are middle managers while majority of respondents

from NR (41%) are lower managers.

6.1.2.5 Years of Experience

Table 6.1 shows that majority of respondents in SD and NR have more than 5 years’ experience

in their respective organisations. Overall, 72% of the respondents in this study have worked for

9 Website Source

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more than five years in the space industry. It is worthy to note that the Nigerian space industry

is a young sector which came into effect after the signing of the Nigerian National Space Act

in 1999 and started operations in year 2000. Most of the respondents (80%) in this study have

between 5 to 15 years’ experience within this sector. This result indicates that the respondents

in this sample have adequate experience within this sector to be able to provide information on

QM implementation in both organisations.

However, when comparing the two case organisations, the following similarities and

differences can be observed;

Similarities observed were;

• The results showed that 85 percent of the respondents were aged between 21 and 40

years in both organisations.

• 10 percent of the respondents have a doctorate degree in both organisations. Over half

of the respondents in SD (54%) have a master’s degree and 48% have a master’s degree

in NR, which can be considered to be similar proportions.

• More than 80 percent of the respondents have over 5 years’ experience within both case

organisations.

Difference observed were;

• Over half of the respondents from SD (56%) are middle managers while 41% of

respondents from NR are lower managers.

These statistics indicate that the study population are well educated and probably had little or

no challenge in completing the questionnaires. It also indicates that there is the possibility of

the perceptions of the middle managers in SD and lower managers in NR, having an impact on

the overall results of this study.

Table 6.1 below summarises the combined results of the demographic information from both

case organisations.

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Table 6.1: Demographic information of respondents (compiled by the Author)

Frequency

SD

SD % Frequency

NR

NR % Total

Frequency

Total %

1. Gender

Male 48 71 46 82 94 76

Female 20 29 10 18 30 24

Total 68 100% 56 100% 124 100%

2. Age

21-30 31 46 30 54 61 49

31-40 27 40 18 32 45 36

41-50 9 13 8 14 17 14

≥ 51 1 1 0 0 1 1

Total 68 100% 56 100% 124 100%


Diploma 4 6 5 9 6 5

Bachelor’s

degree

21 31 19 34

40 32

Master’s

degree

37 54 27 48

66 53

Doctoral

degree

6 9 5 9

12 10

Total 68 100% 56 100% 124 100%

4. Current Position of respondents

Senior

management

5 7 8 14 13 10

Middle

management

38 56 19 34 57 46

Lower

management

15 22 23 41 38 31

Non-

management

10 15 6 11 16 13

Total

68 100%

56 100% 124 100%


< 5 years 10 15 11 20 23 18

5- 10 57 84 34 62 89 72

11-15 1 1 9 16 10 8

16-20 0 0 1 2 2 2

Total 68 100% 56 100% 124 100%

Despite these variations, the results of the demographic information show an adequate

representation for all demographic factors used in this study.

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6.1.3 Cross case analysis of QM technique implemented within both case organisations

for quality improvement.

This section presents the result of the QM technique/techniques perceived to be implemented

for quality improvement within each organisation. Respondents were asked to identify a

technique or techniques that are being applied for quality improvement where more than one

technique could be identified by a respondent. The technique with the most points was

judged by the researcher to be the main QM technique perceived by employees to be

implemented in both organisations. Respondents were also provided the opportunity to add

other QM techniques that had not been already stated in the questionnaire. The results are

presented in Table 6.2 below;

Table 6.2: Quality Management techniques implemented for quality improvement in both organisations as

perceived by respondents (Source: The Author)

Quality Management techniques % SD % NR

Quality control/Quality assurance 49% 34%

I do not know 17% 37%

TQM 15% 7%

Lean management 7% 12%

5S 5% 0

Quality Circles 5% 0

Just-In-Time 1% 9%

Lean Six Sigma 1% 1%

Six Sigma 0 0

Total 100% 100%

From Table 6.2 above, similarities and differences can be observed when comparing SD and

NR based on the responses concerning the QM technique or techniques implemented in both

organisations. For similarities, Quality control/Quality assurance (QC/QA) was perceived to

be the main QM technique implemented in both organisations. Similarly, with no response, Six

Sigma was not recognised by any respondent as a QM technique implemented in either of the

organisations. Differences observed when comparing responses from both organisations are;

Firstly, in SD, the technique with the highest number of responses (49%) shows that QC/QA

is the main QM technique perceived to be implemented, however, this was not the case with

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NR. In NR, the highest number of responses (37%) indicated that they do not know what QM

technique is implemented for quality improvement in the organisation. Secondly, out of eight

QM technique stated on Table 6.2, responses from SD indicated that seven of the QM

techniques; QC/QA, TQM, Lean management, 5S, Quality circles, Just-In-Time and Lean Six-

Sigma, are perceived to be implemented to a certain degree in SD but in NR, responses

indicated that five of the QM techniques, QC/QA, TQM, Lean management, Just-In-Time and

Lean Six-Sigma are perceived to be implemented.

As already stated in sections 4.3, this result suggests that SD might have implemented quality

control/assurance as its main technique to quality improvement, while integrating other QM

techniques in some of its processes. The results for NR suggest that the organisation might not

have a clearly defined QM implementation approach geared towards delivering quality

products and services or it might indicate that employees lack training in QM concepts and

therefore do not recognise QM implementation approaches. This finding is further discussed

in section 6.3.

6.1.4 Cross case analysis of the CSFs of QM implementation in each case organisation

Results of factor analysis identified three CSFs in each organisation. In SD, CSFs identified

through factor analysis were; Management commitment, Employee Engagement and Strategy

Deployment while CSFs identified through factor analysis in NR were Customer focus,

Employee focus and Performance measurement. The CSFs identified in each organisation are

completely different and that is why studies have encouraged organisations to tailor the QM

implementation to their individual circumstances (Stringham, 2004, p.185; Mansour & Jakka,

2013, p. 101).

In the next section, factor analysis using the whole study population of 124 respondents, was

carried out to identify the common critical factors for QM implementation across both

organisations. This was done to see if the same CSFs identified in the separate factor analysis

of each organisation will be identified when factor analysis is done together.

6.1.4.1 Factor Analysis

Factor analysis was carried out to establish the QM implementation factors following the six-

step protocol discussed in section 4.1.4. This protocol has already been discussed in detail,

therefore, only the results of the factor analysis using the steps outlined in the protocol are

presented here.

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Step 1: Determine data suitability for data analysis

i. Sample size - Responses from both organisations were added together to make up the sample

size was 124 with 45 variables.

ii. Kaiser-Meyer-Olkin (KMO) Measure of Sampling Adequacy/Bartlett's Test of Sphericity-

The result of the KMO was greater than 0.5 at 0.902 and Bartlett’s test of sphericity had a

significance of (p = 0.000) Meaning that the data was fit for factor analysis and there was a

significant correlation among the variables as shown in Table 6.3 below.

Table 6.3: KMO/Bartlett’s test of sphericity 1 (Source: The Author)



Adequacy.

.902

Bartlett's Test of

Sphericity


2

df 990

Sig. .000


As explained in section 4.1.4, PCA is the method used for factor extraction in this study.

Step 3: Determining criteria for retaining factors

The cumulative percent of variance extracted, the Kaiser’s criteria (eigenvalue > 1 rule) and

the Scree test were the criteria used for retaining factors.

i. Cumulative Percentage of Variance and Kaiser’s rule (Eigenvalue > 1) - Table 6.410 below

indicates a cumulative percentage of variance of 75%, highlighted on the table (meaning

that there are more than enough factors to meet the specified percentage of variance

explained) and a total of eight factors having an eigenvalue > 1.


179




of Squared

Loadings


1 19.806 44.013 44.013 15.041

2 4.201 9.335 53.348 13.330

3 2.321 5.158 58.506 14.877

4 2.042 4.537 63.044 6.401

5 1.770 3.933 66.976 9.484

6 1.447 3.216 70.193 11.659

7 1.265 2.812 73.005 6.567

8 1.030 2.290 75.294 1.933

This result of this table indicates that eight factors could be retained from the analysis.

ii. Scree test

Figure 6.1: Scree plot 1 (Source: The Author)

The Cumulative Percentage of Variance, Kaiser’s rule (Eigenvalue > 1) and Scree plot for the

data set used for this study, suggests that eight factors can be retained for interpretation.

However, to produce a more interpretable and simplified solution, the result was rotated as

explained in section 4.1.4

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Step 4: Selection of Rotational Method

The oblique promax rotation was used to simplify the interpretation of factors. Based on the

guidelines of Hair et al. (2014, p.115), limit for the factor loading analysis was 0.50 given that

the sample size is 124 as presented in Table 4.4, section 4.1.4.

The pattern matrix table was examined to find that eight factors were identified but some

variables did not load or were unable to be assigned to a factor using a factor loading of ≥0.50

as stipulated by Hair et.al (2014, p.115) guidelines. Table 6.6 below is the Pattern matrix

showing eight factors identified by the analysis.

Table 6.5 Pattern matrix of showing eight factors (Source: The Author)

Pattern Matrix

Variables Components

1 2 3 4 5 6 7 8

v1 1.016

v2 1.068

v3 .811

v4 .747

v5 .811

v6 .737

v7 .514

v8

v9 .576

v10 .501

v11

v12

v13

v14

v15 .516

v16 1.041

v17 .933

v18 .837

v19 .951

v20 1.115

v21 .781

v22 .686

v23 .722

v24 .514

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v25

v26 .619

v27 .566

v28 .646

v29 .542

v30

v31 .765

v32 .722

v33

v34 .748

v35 .730

v36 .987

v37 .854

v38 .705

v39 .931

v40 .789

v41 .698

v42 .667

v43 .771

v44

v45

Results in Table 6.6 indicated that some variables could not load on any factor and therefore

have to be eliminated. The elimination of variables created a change in the model parameters

after re-running the analysis to obtain a result where all variables were assigned to a factor.

After re-running the analysis, results indicated that the KMO was still adequate at 0.887 and

the Bartlett’s test for sphericity still had a significance of p=0.000. Meaning that the sample

was still adequate for factor analysis (Tabachnick & Fidell, 2007, p.614) as shown in Table 6.7

below,

Table 6.6: KMO and Bartlett’s test of Sphericity 2 (Source: The Author)



Adequacy.

.887

Bartlett's Test of

Sphericity


df 435

Sig. .000

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The results from the Cumulative Percentage of Variance at 83% variance and a scree plot

indicated a cumulative percentage of variance at 76% (highlighted on Table 6.8) and seven

factors extracted as shown in Table 6.811 and figure 6.2 below.



Component Initial Eigenvalues Rotation

Sums of

Squared

Loadings


1 12.995 43.316 43.316 9.119

2 2.552 8.507 51.823 9.073

3 2.044 6.813 58.636 8.457

4 1.674 5.579 64.215 6.296

5 1.428 4.760 68.975 6.594

6 1.199 3.998 72.973 5.475

7 1.138 3.793 76.767 4.574

iii. Scree plot 2

Figure 6.2: Scree plot 2

After re-running the analysis, a total of 15 variables did not load or were unable to be assigned

to a factor and therefore, eliminated. The variables eliminated include; v8, v9, v10, v11, v12,

11 Table 6.7 is a reduced table to show eigenvalues >1. The full table can be found in Appendix 11.

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v13, v14, v24, v25, v27, v29, v30, v33, v44, v45. The pattern matrix as presented in Table 6.9

below indicates that all the remaining 30 variables load on seven factors.

Table 6.8: Pattern matrix of showing seven factors (Source: The Author)

Pattern Matrix

Variables Components

1 2 3 4 5 6 7

v1 .980

v2 1.009

v3 .766

v4 .644

v5 .785

v6 .756

v7 .501

v15 .533

v16 .927

v17 .834

v18 .763

v19 .901

v20 1.000

v21 .831

v22 .715

v23 .809

v26 .566

v28 .552

v31 .840

v32 .775

v34 .712

v35 .698

v36 .922

v37 .800

v38 .667

v39 .853

v40 .759

v41 .717

v42 .606

v43 .751

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Step 5: Reliability test

The acceptable level of reliability-coefficient-alpha is 0.70 or greater. Therefore, any alpha

coefficient that is below 0.70 must be dropped from the analysis as unreliable (Hair et al., 2011,

p, 123). The results of the test of the reliability of the measures is shown in the Table 6.10

below


As shown in Table 6.10, the alpha coefficients for all QM factors identified were all greater

than 0.70 indicating that the survey is reliable and the data collected can be used for further

analysis (Lawrence, 2017, p.7)

Step 6: Interpretation and Labelling

Interpretation and assigning of labels to the seven extracted factors were done as explained in

sections 4.4.

Factor 1: consists of five variables v1, v2, v3, v4 and v15;

V1- Senior management have clear vision toward quality, this guides all aspects of running our

organisation.

V2- Senior executives are visibly and explicitly committed to quality.

V3- Top management allocates adequate resources for quality management efforts.

V4- Top management allocates adequate time for quality management efforts.

V15- There is strategic quality planning of the long-term quality journey.


F1 0.902

F2 0.801

F3 0.916

F4 0.919

F5 0.842

F6 0.904

F7 0.881

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Variables under this factor connote commitment of top management to quality management

implementation. Studies have stressed that top management commitment is required for QM

implementation to be successful (Deming, 1986, p.21; Juran, 1995, p.142; Al-Ibrahim, 2014,

p.322; Nasim, 2018, p.1017). Senior management can show commitment to the successful

implementation of quality initiatives within their organisations by setting up QM objectives

and strategies, providing and allocating necessary resources, showing interest and contributing

to quality improvement efforts, and assessing QM implementation and performance (Mustafa

& Bon, 2012, p.11029). This factor has been labelled Management Commitment.

Factor 2: consists of three variables v5, v6 and v7.

V5- Top managers often discuss the importance of quality at general meetings.

V6- Top managers support any change required in structure in order to promote the new culture.

V7- In my organisation, there is comprehensive identification of customer needs.

This factor has been labelled Organizational Culture Change because inculcating a quality-

oriented culture necessitates a change of attitudes and beliefs among employees and a change

in structure, systems and processes where required, to achieve organisational objectives and

satisfy customer needs (Ramseook-Munhurrun, Munhurrun, Panchoo, 2011, p. 69). Change in

an organisation’s culture requires support of top management as Huq (2005, p.453) recognises.

Some authors argue that the organisational culture is usually an extension of the national

culture which has a substantial effect on conduct in public organisations (Douglas & Douglas,

2015, p.5; Al-Ibrahim, 2014, p.131). This argument is further strengthened when considering

the differences in approach of Japanese workers as compared to American, European or

Nigerian workers. For example, if a country’s national culture places a lot of value on loyalty

or seniority rather than performance of its employees, the criteria for recognition, reward or

even promotion in organisations might be dependent on the loyalty or seniority of employees

and not on performance.

Kozhevina, Balunova, Yurchenko, Trifonov & Guseva (2015, p.4) maintain that quality

management systems in public sector organisations are usually determined by the government

which provides it with a structural and functional framework. However, this culture has to be

reviewed and adjusted to be in harmony with the organisation’s objectives so as to improve on

efficiency (Patro, 2013, p.2692). Carrying out changes within the organisation can be a major

challenge, therefore, senior management must be able to convince the employees and external

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stakeholders by creating a convincing vision for the future of the organisation which must be

easy to communicate and that the employees find attractive (Fernandez & Rainey, 2006, p.169)

Factor 3: consists of two variables v16 and v17;

V16- Mission statements cover the whole organisation.

V17- Vision statements cover the whole organisation.

This factor has been labelled Strategic Policy Deployment. Organisational policies include

mission and vision statements. Effective leadership should develop a clear mission statement

and then build up strategies to support the mission. They should provide vision of where the

organisation is going with its quality efforts (Juran, 2010, p.77; Sadikoglu & Olcay, 2014, p.5).

This factor involves the formulation of mission and vision statements and quality policy and

deployment of such plans to enable QM implementation (Oakland 2003, p.36; Yeng, Jusoh &

Isak, 2018, p.3)

Factor 4: consists of five variables v18, v19, v20, v21 and v22;

V18- Training in the total quality concept is given to all employees in the organisation.

V19- Employees are trained to improve interactive skills (such as communication skills,

effective meeting skills, and leadership skills).

V20- Employees are trained in problem identification and problem-solving techniques

V21- Seminars and workshops in quality issues are arranged for employees as part of an on-

going process.

V22- Training and education cover the entire workforce.

All variables under this factor point to the training of employees. Training of employees in

areas of problem identification, problem solving, and quality improvement skills is important

for the successful implementation of QM in organisations (Ajayi & Osunsanmi, 2018, p.1759;

Oakland, 1993, p. 309). Training in interpersonal skills such as communication skills, effective

meeting skills, and leadership skills is also needed to develop the ability to work well in teams

and manage job roles, (Sivalogathasan, Gamini & Senanayaka, 2012, p.4). This factor has

been labelled Employee Training.

Factor 5: consists of five variables v23, v26, v31 and v32;

V23- The organisation encourages employees to suggest ideas for work improvement

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V26- The organisation implements employees’ suggestions.

V31- There is recognition for outstanding performance in the organisation.

V32- There is reward for outstanding performance in the organisation.

Variables under this factor connote involvement of employees in the quality journey by

encouraging suggestions for continuous improvement, implementing such suggestions,

recognising outstanding performances and rewarding employees. According to some studies,

recognising and rewarding employees motivates and strengthens loyalty of employees towards

the organisation (Nasir, 2015, p.7). Recognising individuals or teams publicly for their

outstanding performance and providing rewards in form of financial incentives, gifts or awards

for excellence performance has helped organisations in the successful implementation of

quality improvement initiatives. (Crosby, 1984, p.9; Patro, 2013, p.2693). This factor has been

labelled Employee Engagement.

Factor 6: consists of seven variables v28, v34, v35, v36, v37, v38 and v39;

V28- Employees are encouraged to accept responsibility for quality



V35- There is effective inter-communication between various levels of the organisation.

V36- The organisation uses information systems to provide high quality data in order to achieve

high quality customer services.

V37- There is emphasis on prevention of errors rather than their correction.

V38- Self– assessment tools are used to improve performance gaps in the implementation and


V39- Benchmarking is used to identify the best procedures for improvement from other

organisations with similar interests and goals.

This factor has been labelled Organisational Performance Measurement and Management.

According to Oakland (2014, p.120), a good performance measurement framework must

involve leadership commitment, employee involvement, planning, sound implementation

strategy, measurement and evaluation, control and improvement, achieving and maintaining

standards of excellence. Management ensures the involvement of people by assigning

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responsibilities to individuals or teams. Stahl (2006, p.53) argued that by giving the

responsibility of quality to employees, they are encouraged to act in accordance with set

standards and to perform better for the greater good of the organisation. Examples of successful

quality performance demonstrate the importance of delegating responsibility of quality to the

person doing the job (Messaoud, 2014, p.23). According to Oakland (2014, p.146) “if all

employees participate and own the measurement processes, there will be little resistance and

a positive commitment towards future changes”. Involvement of employees ensures the

training of staff to prevent errors and to identify potential causes of problems (Crosby, 1984,

p.66)

To encourage employees to accept responsibility for quality, managers need to communicate

regularly with employees and encourage them to achieve their objectives and personal

development plans. Senior management also need to give regular feedback and make use of

mentoring skills to support team members to overcome challenges and identify opportunities

for learning, development and performance improvement. By using effective communication

pathways to provide feedback, reviews take place frequently and are not left to the end of the

year when it might be discovered that objectives and development targets have only being

partly achieved.

This principle is based on the use of information systems to provide high quality data obtained

from audit reports, corrective actions, non- conforming products or customer complaints which

are analysed to inform management on the performance of the organisation’s product or

services. Management can make use of self-assessment tools such as the European Foundation

for Quality Management (EFQM) Excellence Model to make decisions and carry out actions

on quality issues based on the analyses of data which provide information on the performance

levels of current products or services provided by the organisation (Oakland, 2003, p.25)

Factor 7: consists of four variables v40, v41, v42 and v43;

V40- Continuous improvement is applied in all operations.

V41- Continuous improvement is applied at all levels.

V42- A team approach is taken as a main feature to solve problems.

V43- Problem-solving and continuous improvement processes are based on facts and

systematic analysis.

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This factor has been labelled Continuous improvement as most of the variables connote

continuous improvement at all levels, in all operations and processes using facts, systematic

analysis and team approaches to solve problems. Customers continuously demand better

products and higher quality service delivery; therefore, organisations have to rely on

continuous improvement to meet customer demands (Nicolas, 2014, p.117). According to

Zarbo (2012, p.322), Deming’s (1982, p.23) fourteen management principles form the basis

for which management can build a continuous improvement culture within an organisation.

Continuous improvements in organisations can happen through gradual improvements or

through a radical change (Bhuiyan & Baghel, 2005, p.761)

Table 6.11 below presents a summary of the extracted factors, their labelling after

interpretation, the variables that make up the factors as well as their factor loadings on each

factor.

Table 6.10: Summary and explanation of QM factors in both case study organisations seen on Table 6.8

(Source: The Author)

Variables Factors Factor loading

F1- Management Commitment

v1

2

Q3

Q4

Q15

Senior management have clear vision toward quality, this guides

all aspects of running our organisation.

0.980

Senior executives are visibly and explicitly committed to quality. 1.009

Top management allocates adequate resources for quality

management efforts.

0.766

Top management allocates adequate time for quality

management efforts.

0.644

There is strategic quality planning of the long-term quality

journey.

0.533

F2- Organisational Culture Change Factor loading

Q5

Q6

Q7

Top managers often discuss the importance of quality at general

meetings.

0.785

Top managers support any change required in structure in order

to promote the new culture.

0.756

In my organisation, there is comprehensive identification of

customer needs.

0.501

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F3- Strategy Deployment Factor loading

Q16

Q17

Mission statements cover the whole organisation. 0.927

Vision statements cover the whole organisation.

0.834

F4- Employee Training Factor loading

Q18

Q19

Q20

Q21

Q22

Training in the total quality concept is given to all employees in

the organisation.

0.763

Employees are trained to improve interactive skills (such as

communication skills, effective meeting skills, and leadership

skills).

0.901

Employees are trained in problem identification and problem-

solving techniques

1.000

Seminars and workshops in quality issues are arranged for

employees as part of an on-going process.

0.831

Training and education cover the entire workforce. 0.715

F5- Employee Engagement Factor loading

Q23

Q26

Q31

Q32

The organisation encourages employees to suggest ideas for

work improvement

0.809

The organisation implements employees’ suggestions.

0.566

There is recognition for outstanding performance in the

organisation.

0.840

There is reward for outstanding performance in the organisation. 0.775

F6- Organisational Performance Management Factor loading

v28

v34

v35

Employees are encouraged to accept responsibility for quality 0.552

There is a communication system inside the organisation that

allows easy communication between top management and

employees.

0.712

There is effective inter-communication between various levels of

the organisation.

0.698

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v36

v37

v38

v39

The organisation uses information systems to provide high

quality data in order to achieve high quality customer services.

0.922

There is emphasis on prevention of errors rather than their

correction.

0.800

Self– assessment tools are used to improve performance gaps in

the implementation and effectiveness of system, process and

practice.

0.667

Benchmarking is used to identify the best procedures for

improvement from other organisations with similar interests and

goals.

0.853

F7- Continuous improvement Factor loading

Q40

Q41

Q42

Q43

Continuous improvement is applied in all operations. 0.759

Continuous improvement is applied at all levels. 0.717

A team approach is taken as a main feature to solve problems. 0.606

Problem-solving and continuous improvement processes are

based on facts and systematic analysis.

0.751

It is pertinent to note that the results of the factor analysis have identified some of the factors

which are similar to those identified in each case organisation namely, In SD, Management

commitment, Strategy deployment, Employee engagement were identified and in NR,

Performance measurement was identified. Three other factors have been identified in addition

to these four factors, namely; Employee training, Continuous Improvement and Organisational

Culture Change. These results have shown that due to organisational differences, QM

implementation factors also differ. The cross-case analysis highlights factors necessary for

successful QM implementation for both case Nigerian public sector organisations in the space

industry.

These findings are further discussed in section 6.3.2 of this chapter

6.1.5 Cross case analysis of the perceived level of implementation of QM factors in case

organisations

This section presents results of statistical analysis which assess the perceived level of QM

implementation within both case organisations. Analysis for each case study was done using

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factors derived from factor analysis of the combined data from both organisations, to measure

the perceived level of QM implementation in each organisation

Table 6.11 below shows the average score of the perceived level of QM implementation in

both case organisations

Table 6.11: Perceived level of the CSFs of QM implementation in both case organisations (Source: The Author)

CSFs Mean scores Weighted mean scores Perception Scale

SD NR SD NR SD NR

Management

Commitment

v1 3.17 3.34 2.83 3.05 Medium Medium

v2 3.04 3.38

v3 2.35 2.76

v4 2.64 3.02

v15 2.97 2.75

Organisational

Culture Change

v5 3.31 2.96 3.07 3.17 Medium Medium

v6 3.09 3.29

v7 2.82 3.25

Strategy

Deployment

v16 3.57 3.77 3.55 3.84 High High

v17 3.54 3.91

Employee Training v18 2.29 2.23 2.58 2.52 Low Low

v19 2.63 2.33

v20 2.53 2.52

v21 2.68 2.46

v22 2.81 3.07

Employee

Engagement

v23 3.50 3.66 3.16 2.99 Medium Medium

v26 2.68 2.82

v31 3.19 2.71

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v32 3.32 2.79

Organisational

Performance

Management

v28 3.28 3.23 2.86 3.29 Medium Medium

v34 2.93 3.71

v35 3.13 3.18

v36 2.72 3.19

v37 2.74 3.04

v38 2.72 3.32

v39 2.60 3.36

Continuous

Improvement

v40 3.23 3.36 3.33 3.54 Medium Medium

v41 3.24 3.57

v42 3.62 3.61

v43 3.28 3.64

Average score 3.05 3.19 Medium Medium

Descriptive statistics indicate that the overall perceived level of QM implementation for both

organisations is within the medium range on the scale. With an overall score of 3.05 for SD

and 3.19 for NR. The results indicate that Strategy Deployment is perceived to have a high

level of implementation in both organisations, Management Commitment, Organisational

Culture Change, Employee Engagement, Organisational Performance Management and

Continuous Improvement were all perceived to have medium level of implementation while

Employee Training was perceived to have a low level of implementation in both organisations.

It is important to note that the overall mean score which indicates the level of implementation

for QM in both organisations is different in value. The average score for SD (3.05) is lower

than the average score for NR (3.19). This result might suggest that the implementation of QM

in NR is perceived to have made more progress than in SD. These results are further discussed

in section 6.3.4 along with results from analysis of interviews with employees

This analysis has provided more insight on how employees in these organisations perceive the

implementation of QM based on each critical success factor. It is important for organisations

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to know the level they are in their QM implementation journey as this helps direct efforts and

resources to areas that need improvement such as employee training in this case.

6.1.6 Results regarding external barriers hindering the implementation of QM

This section provides the combined results of the external barriers affecting the implementation

of QM in the both case organisations in this study. The respondents’ views are measured as

discussed in section 4.1.7. Table 6.13 presents the combined average scores from both

organisations. The barriers are ranked in the descending order according to the extent to which

they hinder the implementation of QM.

Table 6.12: External Barriers to QM implementation in SD an NR (Source: The Author)

Barriers Average

scores

Rank

SD NR SD NR

Inadequate facilities 4.42 4.30 1 1

Inadequate infrastructure 4.33 4.07 2 3

Abandonment of projects due to lack of

funds.

4.26 4.13 3 2

Lack of availability of modern technology. 4.22 3.92 4 7

Delays in the completion of projects 4.16 4.04 5 4

Slow process of decision making 3.82 4.02 6 5


management

3.71 3.77 7 8

Changes in projects already embarked 3.62 3.71 8 9

Lack of innovation and creativity within the

system

3.52 4.00 9 6

The results of this analysis show that the least barrier in SD has an average score of 3.52 while

that of NR is 3.71. This indicates that all these barriers are perceived to affect the

implementation of quality initiatives to a certain degree in both organisations. More so, the

ranking of the barriers based on the average scores is quite similar for both organisations, as

the first three major external barriers to QM implementation are the same but ranked slightly

differently. Inadequate facilities ranked first as the major barrier in both organisations,

inadequate infrastructure and abandonment of projects due to lack of funds are also perceived

to be major external barriers preventing the implementation of QM initiatives across both

organisations.

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Differences between ranking of the external barriers in SD and NR is spotted among the

barriers perceived to be having the least impact in hindering QM implementation in both

organisations. While lack of innovation and creativity within the system is perceived to be the

least external barrier to QM implementation in SD, it is perceived to be having more impact as

a barrier to QM implementation in NR as it is ranked 6th among the 9 barriers hindering QM

implementation. Changes in projects already embarked upon is rather perceived to be the least

external barrier to QM implementation in NR.

The similarity in the ranking of the three major barriers indicates that these barriers are

affecting both organisations in a similar way. This is important knowledge for organisations

within this sector that are in the process of implementing QM initiatives to be aware of the

barriers which they will encounter in their journey. Identifying barriers to QM implementation

and ranking them from major barrier to least barrier is important also for senior management

of these organisations and policy makers to easily identify the top most critical barriers and the

least critical barriers and understand areas to commit public resources to in order to support

public sector organisations in their quality improvements efforts (Jacobson, 2008, p.8). These

findings are further discussed in section 6.3.3

6.1.7 Results regarding internal barriers to QM implementation

This section ranks the internal barriers to QM implementation as perceived by employees in

both organisations. The barriers are ranked in descending order according to the extent to which

they hinder the implementation of QM. Table 6.15 presents the results.

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Table 6.13: Internal Barriers to QM implementation in SD and NR (Source: The Author)


SD NR SD NR

Lack of training programs relating

to the quality management system.

4.28 4.41 1 2


commitment to QM

implementation

4.23 4.37 2 3

Lack of use of quality

measurement and benchmarking.

4.19 4.14 3 6

Lack of effective measurement of

quality improvement

4.17 3.64 4 10

Lack of focus on customer

satisfaction

4.09 3.73 5 9

Ineffective communication

between the organisation and its

customers

4.07 4.05 6 7

Poor organisational

communication

3.99 3.83 7 8

Lack of commitment to quality

strategy requirements.

3.96 4.21 8 5

Lack of a recognition system 3.66 4.57 9 1

Lack of a reward system. 3.64 4.30 10 4

Resistance from employees 3.50 3.53 11 11

There are noticeable differences in the ranking of these barriers as perceived by employees of

both organisations. The first four major internal barriers perceived to be preventing

implementation of QM in SD are; lack of training programs relating to the quality management

system, lack of top management commitment to QM implementation, lack of use of quality

measurement and benchmarking and lack of effective measurement of quality improvement.

These barriers can be condensed into three groups identified in literature namely; lack of

training, lack of management commitment and lack of performance measurement for quality

improvement (Crosby, p.5; Sebastianelli, & Tamimi, 2003, p.52).

On the other hand, the four major internal barriers perceived to be preventing the

implementation of QM in NR are; lack of a recognition system, lack of training programs

relating to the quality management system, lack of top management commitment to QM

implementation and lack of a reward system. These barriers can be grouped into two groups of

barriers found in literature namely; lack of employee involvement (engagement) and lack of

management commitment (Mosadeghrad, 2014, p.163).

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This result indicates that the major issue for employees in SD is the lack of management’s

commitment to providing training programs for employees and setting up an efficient

measurement system for quality improvement while the results from NR indicates that the

major issue for employees is a lack of management’s commitment to engage employees by

motivation through a recognition and rewards system and a lack of management’s commitment

to provide training programmes for employees. The issue of lack of training is highlighted here

again as it scored low in the level of implementation as discussed in section 6.1.5.

This analysis highlights the difference in how the same set of barriers can affect different

organisations in different ways due to their organisational structure or objectives. In SD, the

absence of training programs relating to the quality management system is perceived to be a

major obstacle to the implementation of QM while the absence of a recognition and reward

system in NR is perceived to be a major obstacle to the implementation of QM.

The result is important for top management within this sector to understand and prioritise the

barriers according to the criticality (Talib & Rahman, 2014, p.613) There are many times when

due to insufficient funds, it becomes impossible for the management to deal with all the barriers

at the same time and this may cause some difficulty in pursuing a QM programme in the

organisation (Gijo & Tummala, 2005, p.724). However, by prioritising of the barriers, the

management will know which barriers they have to pay attention to first in order to get positive

results from their QM programme. Therefore, both case organisations within this study,

knowing these critical barriers will be beneficial for them.

Summary

Data analysis and findings of the data collected using questionnaires has been presented in this

section. Major factors of QM implementation were identified through factor analysis. Based

on the results of the factor analysis, tests of construct validity, and reliability assessment, as

described above, a reliable, tested, and validated instrument has been developed to identify

seven success factors of quality management implementation for both case organisations. Cross

case analysis was also carried out to compare the level of implementation of the identified QM

factors in both organisations. Strategic Policy Deployment was perceived to have a high level

of implementation in both organisations while Employee Training was perceived to have low

level of implementation. The level of QM implementation in both organisations was perceived

to be medium.

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Further analysis to determine the barriers to QM implementation indicated that inadequate

facilities is perceived to be the biggest external barrier to QM implementation in both

organisations. Lack of innovation and creativity within the system was perceived to be the least

external barrier in SD while changes in projects already embarked upon was perceived to be

the least external barrier in NR

Also, lack of training programmes relating to the quality management was perceived to be a

major internal barrier to QM implementation in both organisations. This barrier ranked first as

the biggest barrier in SD and ranked second in NR. Lack of a recognition system ranked first

as the biggest barrier to QM implementation in NR.

The next section presents qualitative analysis of interviews with participants from both

organisations’ analysis and discussion of the findings from the interviews.

6.2. Qualitative analysis of interviews


SD and NR. The protocol used for template analysis in section 4.2.3 and 5.2.3 was also used

as a guide in conducting this analysis. The interviews focused on exploring the understanding

of quality and quality management (QM) among staff of both organisations and explored the

perceived key enablers as well as barriers to the implementation of QM initiatives in SD and

NR. The discussions centred on themes which included job roles, reason for QM

implementation, improvement initiatives implemented, enablers of the implementation and

obstacles to implementation of improvement initiatives in SD and NR.

6.2.2 Characteristics of participants in the interviews in SD and NR

Semi-structured interviews were conducted with seven employees in SD and NR. The details

of participants and their identifiers are presented in Table 6.16

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Table 6.16: Interview participants and their identifiers in both case organisations. (Source: The Author)

Name Job level Identifier Organisation

Participant 1 Senior manager HOU SD

Participant 2 Middle manager ASC SD

Participant 3 Lower manager POF SD

Participant 4 Lower manager SOF SD

Participant 5 Non-manager TOF SD

Participant 6 Middle manager CEN NR

Participant 7 Lower manager PEN NR

6.2.3 Cross case analysis of interview themes

The protocol discussed in section 4.13 was used to develop themes from the interview

transcripts. These themes are further discussed in section 6.3, together with results from the

quantitative analysis of the questionnaires. The themes drawn from the interviews are described

below;


From the responses, both organisations are government-owned and are involved in the

provision of a range of satellite products and services to other Nigerian government

organisations, the Nigerian citizens and organisations from other countries. They are also

involved in the design of satellite subsystems and monitoring of the Nigerian satellite in space

from the ground station. It was important to explore this theme was in order to establish that

these organisations are both Nigerian PSOs in the space industry as is the objective of this

study.

6.2.3.2 Job role

The second theme that arose from the interviews was the job roles. Details of their job roles

have been discussed in sections 4.2.1 and 5.2.1

The job roles as explained by the participants gave the researcher an understanding of the work

done by both organisations and the role each employee plays in implementing QM within their

organisations.

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The general understanding of the concepts of quality and QM is another theme drawn from the

interviews. Ferreira and Diniz (2004, p.2) maintain that the implementation of QM starts with

fully understanding its meaning. This theme provides an insight to the aspect of QM that

resonates in the organisations. Details of this theme have been discussed in sections 4.2.1 and

5.2.1

According to the answers from four participants in SD, the quality concept is based on

adherence to set standards while one participant related quality to achieving best results at a

minimum cost. In NR, both responses about the understanding of the quality concept referred

to meeting customer needs and satisfying the customer. The responses of participants give an

indication to the definition of quality by organisations in the Nigerian space industry. This

theme is further discussed in section 6.3.2 with results from the quantitative analysis of the

questionnaires.


These reasons have been discussed in more detail in sections 4.2.3.4 and 5.2.3.4. A summary

of these reasons stated for the implementation of QM is given below;

In SD, POF stated that it is mandated by the Nigerian government to implement quality

initiatives for continuous quality service delivery. ASC stated that quality initiatives are being

implemented to improve inefficient processes within the organisation. SOF stated that quality

is being improved to meet with high quality standards set up within the space and satellite

industry. While in NR, CEN stated that quality is being implemented to be in line with global

management practices, to be able to assess and evaluate its products using benchmarking and

to stay ahead of competitors within the space industry. PEN was of the opinion that quality

improvement initiatives are been implemented to improve the organisation’s product and

services, to retain customers by identifying their needs and satisfying them and to grow the

organisation’s customer base

The responses by participants in SD indicate that the organisation is implementing QM

initiatives to improve processes in the organisation and improve quality of products while the

responses from participants in NR indicate that it is implementing QM initiatives to improve

the quality of its services and products to satisfy its customers. The responses also indicate that

the Nigerian government is making use of QM initiatives to reform its public sector just like

other countries such as states within the United Arab Emirates (Mansour & Jakka, 2013, p.99),

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Northern Ireland (Hazlett & Hill, 2000, p.515) and Turkey (Sadikoglu and Olcay, 2014, p. 9).

These reasons for implementing quality improvement initiatives in both organisations are

consistent with literature (Talib & Rahman, 2010, p.263).

6.2.3.5 Ways quality management has been implemented

Under this theme, participants identified how quality initiatives are being implemented in the

organisation to bring about improvement. Details of these have been discussed in sections

4.2.1 and 5.2.1. A summary of what employees perceive are ways QM is being implemented

are given below;

In SD, the following initiatives were mentioned; HOU mention setting of performance

standards for employees, units and departments, and ASC mentioned, carrying out internal and

external audits and creating an organogram with clearly defined job roles and responsibilities

for all staff in the organisation, quarterly evaluation of performance of all units and

departments; POF and SOF mentioned monitoring adherence to set standards for projects.

In NR, CEN mentioned carrying out customer surveys to measure customer satisfaction and to

know customer needs, having a customer relations unit and continuous monitoring of the

system on an hourly, daily and weekly basis to measure performance of the system. PEN

mentioned delegating a level of authority to employees on different management levels to

handle issues that come up within the organisation and having effective inter-communication

between management levels. PEN also stated that a committee has been set up in the

organisation to strategize on quality improvement issues.

The responses from participants in SD indicates that quality improvement practices in SD

involve aspects of quality control and assurance where products and services undergo various

tests and evaluation to ensure they conform to specific standards while the responses from

participants indicates that NR might be at a more advanced stage of QM implementation where

key aspects of QM including customer needs are integrated into business processes (Al-

Qahtani, Alshehri & Abd.Aziz, 2015, p.123; Abdullah, 2010, p.13).

These practices are consistent with QM practices mentioned in literature. Crosby (1984, p.108),

in his 14 steps of quality steps of quality improvement, acknowledges measurement of

performance as an important step in the implementation process of QM. Oakland (1993, p.33)

postulates that to make QM effective, there must be a of review of the organisation’s structure

to include clearly defined job responsibilities and operational procedures.

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6.2.3.6 Enablers of quality management implementation


implementation within the organisation. Details of these enablers have been discussed in

sections 4.2.3.6 and 5.2.3.6. A summary of enablers identified by both organisations are stated

below;

In NR, PEN recognised that there is free flow of information throughout the organisation

keeping everyone in the organisation informed and involved; monthly team meetings are also

held where quality issues are discussed. CEN stated that there is an effective communication

system between management levels and employees are encouraged to make improvement

suggestions which are acted upon. In SD, HOU and mentioned the setting up a QM unit which

is responsible for carrying out quality control and assurance on projects and processes in the

organisation and ASC mentioned the willingness of employees to participate in implementing

changes.

The responses from participants in SD indicate that quality management is mostly centred on

one department in the organisation who is tasked with the responsibility of ensuring that

products and processes adhere to set quality standards whilst in NR, the responses indicate that

quality is the responsibility of every member of the organisation and that therefore everyone is

involved in the process of implementing quality improvement initiatives.

These enablers mentioned by participants are consistent with those found in literature. For the

implementation of QM to be successful, there should be free flow of information, employee

involvement and an effective communication (Talib & Rahman, 2010, p.261)


The seventh theme from the interview was external barriers which serve as obstacles to

implementing quality initiatives and are out of the control of the organisation. Public sector

organisations face enormous external pressures, most of which affect the implementation of

quality initiatives (Kosgie, 2014, p.13). This theme provides insight to the nature of external

pressures which are acting as barriers to the implementation of QM in these organisations.

Details of these barriers have been discussed in sections 4.2.3.7 and 5.2.3.7. A summary of the

barriers mentioned are given here;

In NR, CEN stated that bad government policies such as placing an embargo on recruitment of

staff and on staff trainings done outside of Nigeria, were affecting quality improvement efforts

in NR as well as the late passing of the national budget which was affecting the completion of

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projects already embarked on. PEN stated that inadequate funds from the government’s

budgetary allocation have caused a lack of the necessary equipment (hardware and software)

to carry out projects. Also, inadequate infrastructure such as inadequate power supply due to

the inconsistent power generation in the country was affecting quality improvement efforts

because funds needed for other projects were often times, diverted to provision of power in the

organisation. In SD, the late passing of the national budget, inadequate funds, and inadequate

infrastructure were also stated to be barriers hindering the quality improvement efforts in SD.

The responses from participants indicates that both organisations are facing the same external

barriers. These barriers are consistent with barriers facing other PSO’s in Nigeria such as the

(Emeje et.al, 2019; Babatunde & Victor, 2018, p. 185). These external barriers are also

consistent with barriers identified by studies carried out in other countries such as the study by

Kosgie (2014, p.15).


Internal barriers hindering the implementation of quality initiatives was another theme drawn

from the interviews. Research shows that by understanding factors that impede the

implementation of QM, managers can plan and develop effective strategies to overcome such

barriers (Cătălin, Bogdan and Dimitrie, 2014, p.1237). Details of these barriers have been

discussed in sections 4.2.3.8 and 5.2.3.8. A summary of the barriers mentioned by participants

from both organisations are stated below;

In SD, POF mentioned the lack of training of employees in quality related issues. SOF stated

that there is a lack of commitment by the senior management to ensure the proper

implementation of quality improvement initiatives in the organisation. Examples cited were a

lack of communication from senior management on quality issues and mismanagement of

funds as funds allocated for carrying out some projects were not spent on those projects. ASC

stated that there is favouritism in assigning individuals to projects and trainings, instead of

assigning competent staff to project teams, senior management were said to place staff who

they favoured in such projects. ASC also mentioned bureaucratic obstacles in organisational

processes, giving staff responsibility without authority, having an evaluation process in place

which has not been validated, not having feedback system in place and not focusing on all the

objectives of the organisation, concentrating too much on a few objectives and abandoning the

rest. In NR, CEN stated that a lack of training was affecting quality improvement efforts and

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PEN stated that there was some resistance from some managers who feel threatened by lower

level staff.

The responses from participants in SD indicate that the internal barriers are mostly as a result

of a lack of management commitment and leadership. Senior management are not committed

and therefore employees are not trained in quality issues and therefore cannot take ownership

of quality implementation, also favouritism, bureaucratic obstacles and a lack of a validated

evaluation processes are indications that the leadership of the organisation are not committed

to improving quality in SD. Responses from participants in NR also indicates a lack of

management commitment and leadership. According to Deming (1986, p.60) it is the job of a

good manager to drive out fear in the organisation. Fear in this organisation takes different

forms, fear from senior management to allocate scarce resources to training of employees and

not getting results and fear from some managers who feel their authority will be undermined

when lower level employees are delegated responsibilities with a level of authority.

All these barriers mentioned by participants in this study, will continue to hinder the

implementation of QM if they are not eliminated from both organisations.

6.2.3.9 Benefits of QM implementation

The perceived benefits from implementing quality management was another theme from the

interviews. These benefits have been discussed in detail in sections 4.2.3.9 and 5.2.3.9. A

summary of the benefits is given below;

In NR, PEN stated that stated that staff are more motivated to carry out their jobs. CEN

mentioned that there has been an increase in customer confidence in the organisation’s products

and services resulting in the award of more contracts and a growth in the customer base. While

in SD, ASC stated that waste had been reduced by the elimination of duplicated responsibilities;

the process for staff development had become more efficient and there is also improvement in

the definition of responsibilities for each member of staff in the organisation.

These responses indicate that employees in both organisations have started witnessing the

benefits of implementing QM initiatives. Employees are aware of the desired outputs from

implementation of quality improvement initiatives in these organisations. It is pertinent to note

that the benefits mentioned are in line with the reasons stated for the implementation of QM

initiatives as discussed in section 6.2.3.4. These benefits have also been found in literature by

Ab-Rahman et.al, (2011, p.620) and Polat et.al, (2011, p.1118).

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6.2.3.10 Employees’ suggestions on possible improvements

This theme draws on the suggestions from the participants on possible improvements that can

be done not just for their organisations but for the Nigerian space industry. A summary of

improvement suggestions is given below;

In NR, CEN suggested that government policies should be implemented after much

consultation and public sector organisations in industries such as the space industry should be

taken into consideration with regards to technological needs of organisations in the industry.

In SD, ASC suggested the setting of targets for individuals, units and departments with clearly

defined output which can be measured. HOU suggested that top management should have a

clear vision of what they want to achieve within their tenure in office. Such a vision should

encompass all the objectives of the organisation and be easy to communicate to every member

of the organisation. SOF also suggested the continuous training of staff in quality related issues.

These suggestions apply to both organisations and other public sector organisations as well.

The next section presents a summary of the themes discussed in this part of chapter 6.

6.2.4 Interview Analysis Summary

The interviews with the employees across both case organisations discussed the job role of the

employees, their understanding of the quality concept and the reason for the implementation of

quality improvement initiatives within their organisation. The interviewees also described the

key enablers and benefits of improvement efforts, barriers to improvement efforts and

suggested improvement possibilities that can be done in both organisations. The analysis of the

interviews pointed to the understanding of the quality concept in both organisations.

Definitions of the quality concept and QM differed in both organisations. Participants in SD’s

definitions were in line with adherence to product quality standards while employees in NR’s

definitions were in line with the identification of customer needs and satisfying those

needs. More so, in terms of the enablers of QM implementation, the participants identified the

following; top management commitment, communication, willingness of employees to

participate. These enablers from the thematic analysis of the interviews are consistent with

those QM factors identified by factor analysis of the questionnaires and those found in literature

(Kundu & Manohar, 2012, p.660).

Furthermore, the participants described several issues that hinder the implementation of quality

initiatives in the organisation which include lack of commitment by top management to QM

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implementation, the influence of government policies on improvement efforts in the

organisation, bureaucracy, favouritism and a lack of training in the quality management

concept. Yearly budgetary cuts of the organisation’s budget were reported to be the cause for

the lack of sufficient resources to carry out quality management implementation.

Furthermore, the interviewees offered suggestions for ways in which quality management can

be implemented within organisations. The suggestions included continuous training of all staff

in quality related issues, because according to the interviewee, only members of the quality

management unit received training in quality related issues leaving other members of staff with

little knowledge of quality management. Another suggestion for the improvement was the

setting of clearly defined targets and objectives for the implementation of QM.

The next section of this chapter discusses the findings of the questionnaire and the data obtained

from the interviews to support the questionnaire results.

6.3: Discussion of quantitative and qualitative analysis

This section discusses the results that emerged from both the quantitative and qualitative

analysis of the questionnaires and interviews. The section provides a discussion of the research

findings and links them to the relevant literature in order to realise the research objectives.

6.3.1 First objective: to determine definition of quality and determine the QM technique

implemented by each case organisations for quality improvement.

The results of the analysis of the quantitative data indicated that the most used quality

improvement technique in both organisations is quality control/assurance. (section 6.1.3)

Although most employees in NR were not aware of the quality improvement initiative being

implemented in their organisation (see section 5.1.3) compared to SD where a larger number

of the employees showed an awareness (see section 4.1.3). This could be as a result of presence

of a quality management unit in SD with employees who according to PSO, are tasked with

the responsibility of carrying out checks on products and processes. There was no quality

management unit in NR, however there was a customer relations unit which according to PRE,

serves as a link between the organisation and external customers and also coordinates activities

within the NR to satisfy customer needs.

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In SD, PSO discussed the use of quality checks by staff in the quality management unit to

ensure compliance to quality standards. In NR, CEN discussed the use of quality control for

monitoring purposes. Systems are continuously monitored to identify and resolve any

abnormalities so as not to disrupt services provided to customer.

From analysis of the interviews in sections 4.2.3.3 and 5.2.3.3, the definitions of the quality

concept were different in both organisations. For SD, the definition of concept of quality and

QM resonates a focus on product quality. Therefore, the definitions by participants were more

in line with meeting product standards and adhering to required quality requirements. However,

the definition of the concept of quality and QM in NR resonates a focus on the customer and

user satisfaction. Definitions were all in line with identification of customer needs and

customer satisfaction. The element of quality control seemed to be more pronounced in SD

than in NR. In SD, there seemed to be a lot of focus on meeting product and process standards

while in NR there seemed to be a lot of focus on customer service. Ferreira and Diniz (2004,

p.2) postulates that the concept of QM revolves around the interaction between three variables;

product, customer and use. The dynamics of the interaction between these variables reflects in

an organisation’s working policies. For SD, the definition of concept of quality and QM seems

to resonate a focus on product quality. Therefore, the definitions by participants were more in

line with meeting product standards and adhering to required quality requirements. However,

the definition of the concept of quality and QM in NR seems to resonate a focus on the customer

and user satisfaction as definitions were all in line with identification of customer needs and

customer satisfaction. The dynamics in the use of the quality control approach for quality

improvement might be due to function and objectives of each organisation. As a result of which

quality control has been adapted to suit the working policies of the organisation as found in

literature (Stringham, 2004, p.185; Mansour & Jakka, 2013, p. 101) which encourages that QM

approach be tailored to their individual circumstance.

From the cross-case analysis SD and NR seem to have adopted Quality control/Assurance

technique to improve quality of products and services. This approach has been tailored to suit

the working policies and operations of each organisation.

Furthermore, the definition of quality from both quantitative and qualitative analysis in both

organisations aligns with the definition given by Goetsch & Davies (2013, p.4) which defines

quality as ‘a dynamic state associated with products, services, people and processes that meets

or exceeds expectations and helps produce superior value’.

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6.3.2 Second objective: to determine the CSFs and the level of implementation based on

the perception of employees.

The analysis of questionnaires and interviews identified seven QM factors across both

organisations; Management Commitment and Leadership, Organisational Culture Change,

Policy Deployment, Employee Training, Employee engagement, Organisational Performance

management and Continuous Improvement. All seven factors are consistent with literature as

discussed below;

6.3.2.1 Management Commitment- This factor has been identified as the most essential

element of QM implementation in public sector organisations (Fryer, Anthony & Douglas,

2007, p.503; Fernandez & Ratney, 2006, p.171; Krishnan, 2016, p.249). This factor demands

that senior managers, not only support but participate through their actions and not just control

staff but encourage them to focus on achieving quality objectives (Deming, 1986, p.21; Ugboro

& Obeng, 2000, p.255).

From the quantitative analysis, this factor was perceived to have a medium level of

implementation in both organisations although the average score for NR was higher at 3.04

than SD with a score 2.80. Lack of top management commitment to QM implementation was

also indicated to be the second biggest internal barrier to QM implementation in SD. Responses

from interviews with employees from SD further stressed the point that of lack of management

commitment to QM implementation with ASC stating that “managers are only paying lip

service to the issue of quality management. There is no clear vision from management”. SOF

also stated that “senior management always talk about quality improvement at general

meetings but after the meetings, that is the last I hear about it”

However, qualitative analysis of interviews from NR indicated that management commitment

is an enabler for the implementation of QM. PEN stated that “senior management is very open

about the issue of quality management. There is free flow of information concerning

performance as an organisation. The managing director holds quarterly meetings with all

member of staff to discuss. A review of the last quarter is done and a new strategic plan is

communicated to us for the new quarter. These meetings are also used as an avenue to discuss

staff challenges and management proffers solutions where they can.”

Results of quantitative and qualitative analysis have all indicated that management

commitment factor is perceived differently in the two case organisations. For SD, both analysis

of quantitative and qualitative data indicated that this factor is perceived to be at a medium

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level in the organisation. In NR, there is a mixed opinion about this factor, quantitative analysis

indicated that this factor is perceived to be at a medium level, while the qualitative data

identified this factor as an enabler of QM implementation in the organisation. The opinions

from the NR could be mixed due to the nature of questions asked in the questionnaire.

Management might be showing strong commitment in some areas of QM implementation but

lack commitment in other areas in NR.

6.3.2.2 Organisational Culture Change- Organisational culture is often a replication of

national culture. It could also be a result of ways of working in different industry sectors (Al-

Ibrahim, 2014, p.132). However, by implementing QM initiatives, change is inevitably brought

into organisations (Sandström & Svanberg, 2011, p.21). There are different factors that trigger

change in organisations. According to Lewis (2011, p. 690) there are internal and external

factors that constantly change and require organisations to adapt and innovate. Participants

gave reasons for change in their organisations such as improvement in processes, products and

services, to be ahead of their competitors, to improve efficiency within the system. This QM

implementation factor was perceived to have medium impact in both organisations.

Organisational culture change requires effective leadership to plan, organise, monitor and

control the change process as change efforts in organisations often fail due to poor

management. Poor management includes lack of vision, lack of communication, not having a

long-term plan and lack of resources (Sandström & Svanberg, 2011, p.22). From Quantitative

analysis, the organisational culture in both organisations was perceived to be at a medium level.

However, the level of implementation in NR was perceived to be higher than the level of

implementation in SD. In SD, it was perceived that senior management were not doing enough

to change the culture in the organisation to support QM implementation as ASC states “Senior

management should have a clear vision of what they want to achieve within their tenure in

office. Such a vision should encompass all the objectives of the organisation and be easy to

communicate to every member of the organisation”

Participants in NR were of the opinion that the organisational culture had changed to support

the implementation of QM. CEN stated that “management decisions are communicated to all

members of staff and when we have challenges, we can easily communicate these challenges

to our seniors”

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Quantitative and qualitative analysis indicated that the organisational culture in NR has

changed and is working as an enabler to the implementation of quality however, this does not

seem to be the case in SD.

6.3.2.3 Strategy Deployment- Quantitative analysis revealed that this factor scored high as

perceived by employees across both organisations. Interview analysis indicated that there is

awareness of the mission and vision statement and the quality policies in these organisations.

Strategic policies have been developed and deployed by senior management and have been

adapted into the organisation’s systems. However, some participants in the interview such as

ASD from SD were of the opinion that these policies were not well planned as they had no

defined output and no clear long-term vision towards achieving successful QM implementation

in SD (see section 4.2.3.8). PEN from NR also stated that resistance from some managers was

affecting deployment of strategies in the organisation (see section 5.2.3.8). A clearly defined

vision from the senior management will ensure that there is a good understanding of what must

be done so that the desired outcomes are achieved (Shehu & Akintoye, 2019, p.5) and having

weak mission and vision quality statements may lead to a failure in implementing QM.

The results of the analysis indicate that employees in both organisations are aware of the

strategic plans from senior management and that is why this factor has scored high however,

there are issues in deployment of policies in both organisations. In SD, policies are not properly

planned and have no clear long-term vision while in NR, there is resistance from some

managers.

6.3.2.4 Employee Training- Employees have been recognised as the building blocks for the

successful implementation of QM and that is why they must be continuously trained to increase

their capacity to do their jobs and develop skills for finding out and solving problems which

will in turn improve quality (Azeem, Rubina & Paracha, 2013, p.696; Talib & Rahman, 2015,

p.594) Organisations are advised to include employee training in their strategic plan and

adequate budget allocation be made towards staff training to ensure successful QM

implementation (Patro, 2013, p.2690) . Studies by Zakuan, Muniandy, Saman, Ariff, Sulaiman

and Jalil (2012, p.28), Bigliardi and Galati (2014, p.167) and Bouranta, Suárez-Barraza and

Jaca (2019, p.13) all identified employee training as an important factor to implementing

quality in service sector organisations.

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Quantitative analysis of the questionnaire indicated a low score for employee training in both

organisations. Also, lack of training programmes relating to the quality management was also

identified to be the one of biggest internal barriers to QM implementation for both

organisations. Analysis of qualitative data supported these results from the questionnaire. In

SD, POF stated that “there is a lack of training for employees to handle quality related issues”

While in NR, CEN explains that the barrier of lack of training is made worse by an external

barrier from a government policy which has prevented staff in the civil service from obtaining

training outside the shores of Nigeria. Public sector organisations were mandated to undertake

all staff training in Nigeria (pmnewsnigeria.com, 2015)

The findings from quantitative and qualitative analysis indicate that this factor has scored low

in both organisations because it is affected by both internal and external factors. Internal factors

such as the lack of in-house trainings for employees and the external factor is the policy by

government preventing employees from getting trainings outside Nigeria. Trainings in satellite

space systems which cannot be provided in Nigeria.

6.3.2.5 Employee Involvement- employee involvement involves empowering employees to

partake in decision making and improvement activities suitable to their levels in the

organisation (Zakuan, Muniandy, Saman, Ariff, Sulaiman & Jalil, 2012, p.26)

Eskildsen and Dahlgaard (2000, p.1082) maintain that if there is an absence of inputs from

employees, both physically and emotionally, the fundamental aim of any quality initiative will

probably not be met. Patro (2013, p.2690) posits that employee involvement can be increased

through the introduction of various incentives in organisations such as suggestion schemes and

rewards and recognition scheme. Rewards and recognition are reinforcements to let employees

know that they are valuable members of the organisation. Attempts should therefore be made

to encourage employees to recognise that the job they are doing is worth the effort and is a

contribution to the achievement of QM implementation (Talib & Rahman 2010, p.260; Patro,

2013, p.2690)

Results of qualitative analysis indicates that this factor had a medium impact across both

organisations. However, the factor scored higher in NR than in SD from quantitative analysis.

Qualitative analysis of the interviews highlighted the difference in implementation of this

factor in both organisations. Employees in NR explained that they are encouraged to make

suggestions on quality improvement which is not the case in SD. PEN from NR explains “any

staff can come up with ideas on what they have discovered in the process of carrying out their

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job responsibilities and send it to the senior management who looks into it and arranges a

meeting with the member of staff to discuss them further”

The devolution of organisational autonomy to lower managerial levels in NR seems to have

produced middle and lower managers who are more committed, empowered, and high levels

of motivation than is been witnessed in SD.

6.3.2.6 Organisational Performance management and measurement - from the questionnaire

analysis, this factor was perceived to have a medium level of implementation in both

organisations. In NR, senior and middle management employees perceived this factor to be

moderately implemented while lower and non-management employees perceived this factor to

be highly implemented. CEN stated that their services and processes were benchmarked with

global best practices. Performance evaluations of employees are also carried out annually and

areas of improvement communicated to staff. Performance management helps organisations

achieve their goals by monitoring and improving the performance of individuals, departments

and units within organisations. Performance management is important in public sector

organisations to provide accountability for public funds spent and more effective public

services (Rouse, 1999, p.76). According to the interviewees, NR is implementing this QM

factor by carrying out performance appraisals, setting key performance indexes for units and

departments and benchmarking against world best practices. Analysis of the questionnaires

also revealed that there are clear communication pathways within the organisation to allow free

flow of information and feedback between management levels.

According to Patro, (2013, p.2690) organisations should continuously collect and analyse data

in order to know how the organisation is performing. Insights from data analysis should also

be considered when making decisions for the future.

An effective information system within an organisation ensures wider communication and

provision of frequent feedback to staff to assess their performance (Talib & Rahman, 2010,

p.374).

6.3.2.7 Continuous Improvement- The purpose of continuous improvement within

organisations is to achieve levels of performance that are higher than current levels so the

organisation can sustainably develop. Continuous improvement requires that the processes

must be continually reviewed and improved (Talib & Rahman, 2010, p.259). It could be small

incremental changes or radical changes targeting the elimination of waste in all systems and

processes of an organisation (Singh & Singh, 2015, p.76)

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Continuous evaluation of performance was mentioned as a way in which the organisations were

practicing continuous improvement of their processes and systems. This factor was also

perceived to have medium impact in both organisations.

6.3.3 Third objective: determine the barriers to success factors of QM implementation in

SD and NR.

QM has been suggested in principle to be effective for improving performance, but its

implementation is not without difficulties and achieving its promised benefits is not easy.

Organisations usually experience barriers in implementing quality improvement initiatives

(Mosadeghrad 2014, p.320)

Analysis of the questionnaire showed that external barriers such as inadequate facilities,

abandonment of projects due to lack of funds and inadequate infrastructure were the biggest

external barriers facing the implementation of quality improvement in both organisations.

However, their ranking was slightly different in each organisation as indicated in section 6.1.6.

Analysis of the interviews in SD and NR supports this result as participants revealed that the

lack of facilities is as a result of inadequate funding from the government budgetary allocation.

In NR, CEN was of the opinion that projects were abandoned because they could not be funded

from the low funds allocated to the organisation from the government budget. CEN stated that

funds allocated for projects were most times diverted to other things such as generating power

supply so as not to disrupt services provided to customers. While in SD, SOF presented another

angle to this problem where she stated that there was lack of funds for the organisation (SD)

due to mismanagement of funds by top management. Comparing the quantitative and

qualitative findings has shown that both organisations are facing similar external barriers to

QM implementation, but interviews have revealed the differences in how these barriers are

experienced in each organisation.

The issue of lack of funds by public sector organisations that do not have direct financial control

has also been identified by Sajjad & Syed in their study of the implementation of TQM in

public sector organisations in Pakistan.

Suleman & Gul, (2015, p.130) agree that resources always play a major role in implementation

of QM practices in public organisations. Without adequate resources and funding, the

organisations will face problems. The results of this study indicate that insufficient funding and

resources was a main barrier to effective implementation of QM in the Nigerian public sector

organisations used in this case study.

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6.3.4 Fourth objective: determine the internal barriers to success factors of QM

implementation in SD and NR.

Analysis of the questionnaire also showed that in SD the perceived major internal barriers

preventing implementation of QM in SD are; lack of training programs relating to the quality

management system, lack of top management commitment to QM implementation and lack of

use of quality measurement and benchmarking while the perceived internal barriers to QM

implementation in NR are; lack of a recognition system, lack of training programs relating to

the quality management system and lack of top management commitment to QM

implementation. The results indicate that in lack of training and lack of top management are

major issues in both organisations. This point was reiterated in the interviews ASC ascribed

the lack of top management commitment to favouritism and bureaucracy. He explained that

favouritism was often displayed where “certain employees who are favoured by senior

management are assigned to projects instead of assigning employees who had the skills and

competence needed within the project area”. This type of practice can have a negative effect

on the motivation of the workforce (Al-Ibrahim, 2014, p.131). Bureaucracy was also mentioned

by ASC in SD where the organisation has various layers of management to authorise processes

and projects resulting in slow decision making. Patro (2013, p.2690) posits that bureaucracy

can make the employees of an organisation leave the quality implementation to management.

Things often described as "red tape" include filling out paperwork, obtaining licenses, having

multiple people or committees approve a decision and various low-level rules that make

conducting one's affairs slower, more difficult, or both. These affect QM implementation by

delaying the process of implementation also can lead to demotivation of employees in the

implementation process of QM. While in NR, CEN stated that training was not an on-going

process for the staff causing a lack of technical knowledge of quality management. Fernandez

and Rainey (2006, p.172) advised that in order to implement QM initiatives successfully,

management should focus on providing the necessary resources for training of the

organisation’s employees to perform their jobs accurately and to a high-performance level.

Fernandez and Rainey (2006, p.172) also note that a lack of support from management, may

sometimes be from a lack of understanding among management of the QM philosophy. QM

implementation factors may be perceived subjectively by different managers, thereby

preventing the successful implementation of QM initiatives. To prevent this, it is important that

agents of change focus on educating managers at all levels on the importance of the QM


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There is an observed difference where lack of quality measurement and benchmarking is

perceived as one of the major barriers in SD which is not the case in NR. Instead, lack of a

recognition system is perceived to be a major barrier in NR. Although both were perceived as

barriers in both organisations, the level of impact was perceived differently. In SD, ASC stated

that the measurement system in place was not a validated one and this may be why it is

perceived as lacking in the organisation. Factor analysis identified employee focus as a critical

success factor in NR while descriptive analysis indicated that the perceived level of

implementation of this factor is low. This could be the reason why recognition of employees

to be lacking in NR and has come up to be a major internal barrier in NR. Management in NR

have to introduce a recognition system which recognises the contributions of employees to QM

implementation in the organisation. Ali & Ahmed, (2009, p.271) emphasis that recognition of

employees is a powerful trigger for employee accomplishment and fulfilment.

Findings in this study highlights how the same set of barriers can affect different organisations

in different ways due to their organisational structure or objectives.

The next section presents a proposed model for QM implementation in Nigerian PSO’s in the

space industry, based on the findings from this study.

6.4 Proposed model for QM implementation

The proposed model has been developed as a consequence of the research findings, which were

obtained through quantitative and qualitative methods providing an assessment of various

factors relating to QM implementation and an investigation of related literature. This model

proposes that the successful implementation of QM can be heightened when there is a balance

between enhancing the enablers of quality improvement and minimising the impact of

improvement barriers. This was confirmed by Sandström & Svanberg, (2011, p.14) who

stressed that by not identifying the barriers, the implementation of QM initiatives may be

delayed over an unnecessary time-period and may result in added costs and resources.

The Quality Improvement (QI) Model has been developed for both case organisations used this

study. The model is built on the concept that QM is a network of interdependent mechanisms

that work together to accomplish the aim of the system (Deming, 1994, p. 50; Hellsten &

Klefsjö, 2000, p.238). These mechanisms refer to the principles, techniques and tools. The

principles are the foundation upon which the organisation builds its quality culture, such as

management commitment, leadership and employee focus. Techniques are the activities or

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actions the organisation uses to achieve the principles, such as performance measurement.

Tools are devices which sometimes have a statistical basis to support decision making or

facilitate analysis of data, such as histogram and pareto diagram. These three components are

implemented together to achieve continuous quality improvement.

Fundamentally, this model links the seven factors of QM that were identified in this study, and

the barriers hindering their implementation. The model provides a comprehensive foundation

for QM implementation in both case organisations because it takes the internal and external

barriers hindering QM implementation into consideration. Figure 6.4 illustrates the model for

QM implementation

Figure 6.3 Quality Improvement Model (By the Author)

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This model recommends adapting an integrated approach between the three components to fit

to a specific organisation’s context at a specific time. As Dahlgaard, Chen, Jang, Banegas &

Dahlgaard-Park (2013, p.526) suggest, a model should be flexible so that organisations can

adapt it to new needs and challenges. The model emphasises that the tools and techniques

required for improvement depend on the context as well as recognition of the national

(Nigerian) and organisational contextual barriers that might prevent the implementation of

these techniques and tools.

According to Dahlgaard et.al (2013, p.526) a model should have two purposes: the first purpose

is guiding the organisation towards improvement, and the second purpose is assessing its

performance. Guiding it towards improvement is the primary purpose and conducting the

assessment is the secondary purpose.

The aim of the QI model is to facilitate the implementation of QM initiatives in Nigerian PSOs

in order to improve the quality of public products and services. The model has three main

objectives;

i. To familiarize the case organisations with the concept of QM implementation via

an integrated approach.

ii. To emphasis the identification of barriers to QM implementation and reducing or

elimination them.

iii. To enable self-assessment in these organisations to obtain a verdict for areas of

improvement.

The first objective of this model is for organisations to recognise that principles are

implemented using techniques and these techniques will not work efficiently without the proper

use of precise tools. This is important as some findings reveal that some organisations fixate

on QM techniques and QM tools compared to QM principles when attempting to implement

QM initiatives (Leong, Zakuan & Saman, 2012, p.689; Seymour & Low, 1990, p.15). The QM

principles identified in this study from both case organisations (see sections 4.1.1, 5.1.4 and

section 6.1.4) through factor analysis are Management commitment, Customer Focus,

Employee Engagement, Organisational Change and Continuous Improvement.

The second objective is be aware of the external and internal barriers which will hinder QM

implementation. When implementing QM principles, organisations are advised to take into

consideration barriers that will obstruct or are working to obstruct the successful

implementation of QM principles. Management must work to eliminate internal barriers which

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are under their control and try to reduce the impact of internal barriers. To do this, suitable

techniques must be identified for use in the organisation to aid the implementation of the QM

principles. The QM techniques identified in this study for both organisations are Strategy

Deployment, Employee Training and Performance management and Quality Circle. The tools

identified in this study are Control charts and Survey. The major external barriers identified in

this study that are hindering QM implementation are; Inadequate facilities, Inadequate

infrastructure and abandonment of projects due to lack of funds while major internal barriers

to QM implementation in this study were identified as Lack of training, Lack of management

commitment, Lack of performance measurement for quality improvement and lack of reward

and recognition system in the organisation.

Figure 6.5 below presents the model with QM implementation factors and barriers identified

in this study;

Figure 6.5 Quality Improvement (QI) Model (Source: The Author)

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The final objective of the QI model is self-assessment. Self-assessment to assess the integration

of all QM components. Organisations must also encourage continuous self-assessment to

identify areas which need improvements. This is because QM is a system which continuously

evolves, principles change or the interpretation of some of them might be developed. New

techniques and tools will also be developed or transferred from other management theories or

other disciplines (Hellsten & Klefsjö 2000, p.240).

Variables grouped together to create a factor by factor analysis (see section 6.1.4) should be

used as criteria for self-assessment. For instance, the principle of Management commitment

was assessed using the following variables;

1. Senior management have clear vision toward quality, this guides all aspects of running our

organisation.

2. Senior executives are visibly and explicitly committed to quality.

3. Top management allocates adequate resources for quality management efforts.

4. Top management allocates adequate time for quality management efforts.

5. There is strategic quality planning of the long-term quality journey.

Assessment of this factor was done based on responses from employees concerning each

criterion to determine the perceived level of implementation of this factor. Therefore,

assessment must be done taking each criterion into account.

6.5 Chapter Summary

This chapter presented the cross-case analysis and findings of the data collected through

questionnaires and interviews. Seven factors were identified by factor analysis for QM

implementation. In addition, the level of QM implementation was found to be medium. The

major internal and external barriers to QM implementation were also identified

Findings from the interviews also support the questionnaire results as lack of funds was

identified as a major factor inhibiting implementation of QM in both organisations. Inadequate

facilities, inadequate infrastructure and abandonment of projects already embarked on were all

linked to lack of funding from the government. The interviews also echoed the perceived level

of implementation of QM which was found to be medium. The interviewees suggested areas

of possible improvement which included continuous training of staff in quality issues and

reforms in government policy formation to accommodate organisations which have unique

needs different from the core civil service organisations. A model was also proposed for the

implementation of QM initiatives in both case organisations. This model can be used across a

220

wide range of organisations such as other public sector organisations, manufacturing industry

and service sector. The Quality Improvement (QI) Model is built on the concept that QM is a

network of interdependent mechanisms that work together to accomplish the aim of the system.

This model proposes that the successful implementation of QM can be heightened when there

is a balance between enhancing the enablers of quality improvement and minimising the impact

of improvement barriers.

In conclusion, the successful implementation of QM in organisations can be achieved by a

gradual approach, based on progression and the selection of appropriate management actions

some of which will be discussed in the next chapter. In addition, it can be noted that each

organisation can overcome the barriers related to QM implementation by taking administrative

procedures to address them.

In the next chapter, limitations of this study are highlighted as well as areas for further studies.

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CHAPTER 7

CONCLUSION, CONTRIBUTION AND RECOMMENDATIONS

7.1 Introduction

QM is considered as a philosophy which encourages continuous improvement of the quality of

products, processes and services, alongside improving efficiency and bringing down expenses

(Mosadeghrad 2013, p.3). This study at assessed the implementation of QM initiatives in

Nigerian public sector organisations, with a focus on two organisations within the Nigerian

space industry. Specifically, this study aimed at identifying the QM factors for successful

quality improvement implementation and the barriers obstructing improvement efforts based

on the perception of employees in these organisations. These objectives have been achieved by

investigating the following questions;

1. How is quality defined by Nigerian PSOs in the space industry?

2. What is the common approach/approaches utilised by Nigerian PSOs in the space sector

in implementing QM?

3. What are the QM factors necessary for successful QM implementation as perceived by

employees in these organisations?

4. What is the perceived level of implementation of QM factors?

5. What are the QM factors that should be considered at every management level of the

organisations in this study, to encourage QM implementation?

6. What are the barriers hindering the on-going implementation of QM initiatives in these

organisations?

7.2 Research Process Summary

It has been stated that quality can be defined in many ways due to its diverse understandings

among academics, people in business and the general public who are the end users of products

and services (Speegle, 2010, p. 12; Ebrahimi & Sadeghi, 2013, p. 5626). Thematic analysis of

interview transcript has led to the adoption of a definition of quality in the context of this

research as ‘a dynamic state associated with products, services, people and processes that

meets or exceeds expectations and helps produce superior value’ – Goetsch & Davies (2013,

p.4)

222

This study made use of questionnaires and interviews to realise the objectives of this study.

Results from the factor analysis identified the QM implementation factors that are necessary

for quality improvement in each case organisation. Additionally, semi-structured interviews

provided insight into how employees perceive the implementation of QM and barriers affecting

the implementation.

Cross case analysis identified seven QM implementation factors; Management Commitment,

Organisational Culture Change, Strategic Deployment, Employee Training, Employee

Engagement, Organisational Performance Measurement and Management, and Continuous

improvement.

Subsequently, factor analysis for the individual case organisations identified three QM

implementation factors for each organisation. QM implementation factors identified for SD

were; Management Commitment and Leadership, Strategy Deployment and Employee

Engagement (see section 4.1.4). QM factors identified for NR were; Customer Focus,

Employee Focus and Organisational Performance Measurement (see section 5.1.4). Results

from descriptive analysis indicated that overall, QM implementation is perceived to be at a

medium level of implementation in both organisations (see sections 6.1.5 and section 6.1.5).

This result could suggest that these organisations have attempted implementing these QM

factors in their organisation and progress is being made to establish a quality management

system. More so, descriptive analysis also provided results for the perceived level of

implementation for each factor identified in each organisation, as perceived by managers on

different management level and non-management (see sections 4.1.6 and 5.1.6).

Further analysis identified inadequate facilities as the major external barrier for QM

implementation for both organisations while lack of innovation and creativity was identified as

the least external barrier for QM implementation in SD. Changes in projects already embarked

upon was identified as the least external barrier for QM implementation in NR (see section

6.1.6). Lack of training programs relating to QM was identified as the biggest internal barrier

for QM implementation in SD while lack of a recognition system was identified as the least

internal barrier. The least internal barrier in both SD and NR was found to be resistance from

employees (see section 6.1.7).

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7.3 Research Contributions

The following are considered to be the contributions of this study;

1. This study is considered to offer a significant contribution to the field of QM implementation

in terms of public sector organisations. This study determined the critical success factors for

successful implementation of quality initiatives in the context of public organisations in the

Nigerian space industry.

2. This study is considered to be the first to have assessed and estimated the perceived levels

of QM implementation in Nigerian PSOs in the space industry. In addition, this study is

considered to be the first in Nigeria to investigate the differences in critical success factors

between organisations in the space industry.

3. The findings of this study provide managers of these case study organisations with practical

understanding of the barriers that are likely to be obstructing QM implementation. Managers

should overcome these barriers in order to achieve a successful QM implementation.

4. The results of this study can be of benefit to other public sector organisations in other

African countries with similar structure, culture and environment, to learn the best practices

when implementing quality improvement initiatives and to understand the potential enablers

and barriers in the area.

5. The study is considered to be a source of information for QM research in Nigeria and as a

reference for similar environments such as other African countries.

6. The findings of this study have been used to develop a model which provides a framework

for the implementation of QM in PSOs in the Nigerian space industry (see figure 6.4). This

framework can be applied in other PSOs in the Nigerian space industry as well as other

PSOs with similar management structures such as PSO’s in manufacturing, information

technology and services.

7. The model created in this study can be applied in other PSOs with slight changes to suit

their organisation. The model can be used to improve quality in these organisations by

integrating all the components of QM while taking into consideration, the external and

internal barriers to QM implementation.

8. This study provides recommendations for case organisations used in this study to facilitate

QM implementation.

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7.4 Limitations of the study

As with all other studies, this research had some limitations, and therefore, the findings should

be interpreted in relation to these limitations, which are subsequently discussed along with

some recommendations for future research endeavours

• This study was conducted in only two PSOs in the Nigerian space industry. This does not

affect the results of the study. However, caution must be applied as the findings might not

be transferable to PSOs in other industries or PSOs in other countries.

• The data collected for this study was a comparatively small sample size which may be

affected by common method bias and non-response bias. However, tests were carried out to

validate the set of data and results were tested for reliability and trustworthiness.

• There is a lack of academic research in Africa focusing on QM implementation within

organisations in the space industry especially PSOs. This matter means the researcher could

not make a comparative analysis exploring what is happening in the Nigerian environment

with other African countries. The conduct of a comparative research is recommended for

further work.

• This study was also limited by time constraints as is the case for many researches. This

limitation compelled the research to a cross-sectional investigation, rather than a

longitudinal study, or both.

• There were some difficulties in gaining access to collect data from one of the organisations

in this study. This caused a delay in the analysis of the data and further delays in the research

process.

• The researcher had limited funds available to her for carrying out this study. The research

was also limited by the distance and cost of travel between the University of Portsmouth

and Nigeria, where the case study organisations are located. However, to make the best of

the cross-sectional study, substantial attention was given to developing the research design,

sampling and adopting procedures for analysis so that the sample collected represents

applications in the Nigerian context. The researcher adopted a mixed method approach to

data collection making use of a questionnaire instrument and semi-structured interviews.

The questionnaire and interview guide were designed to contain questions that capture the

state of QM implementation in these organisations. Both methods have their limitations (see

sections 3.2.7.2 and 3.2.7.3), which could lead to bias, but the decision to adopt more than

one method of data collection makes the findings more valid and helps to control bias.

225

• Another major limitation is the testing of the model derived from the findings in this study.

This model has not been tested in any organisation to evaluate its validity.

7.5 Direction for future studies

This exploratory study provides not just new knowledge on QM implementation in Nigerian

public sector organisations but additionally provides opportunities for further studies. The

opportunities for further studies that stem from this research include:

• Further studies to assess the degree to which the recommendations of this study have been

followed by the organisations used as case studies in this research.

• Future research works should sample more than two Nigerian PSOs within the space

industry to include the remaining organisations within this industry.

• The “Quality Improvement Model” developed in this research could be examined in

different organisational and national contexts to validate the model.

• The study was conducted among employees of PSOs in the space industry, hence, future

studies could be conducted among customers to gain insight from their perception of QM

implementation factors such as communication, performance, service. This study is among

many studies which has investigated QM implementation from the perspective of the

producers of goods and services (Pimentel & Major, 2015; Kosgie, 2013; Talib, Rahman &

Azam, 2011). The essence of QM is to create value for the customer, and there are situations

where customer value from the point of view of the producer may differ from the point of

view of the customers (Lengnick-Hall, 1996, p.798). Therefore, it is necessary to explore

the knowledge and perceptions of customers about QM implementation in these

government organisations.

7.6 Recommendations for PSOs in the Nigerian space industry

Based on the conclusions from the findings of this study, a set of recommendations, which

may be useful in the implementation of QM by both case organisations and other organisations

within the Nigerian space industry, is provided. Given that the analysis was carried out for

each case organisation, recommendations have been made for each organisation and overall

recommendations have also been made.

226

7.6.1 Recommendations for SD

• Full commitment by management

Senior management could consider adopting a more proactive approach to QM implementation

and to take more accountability for the effectiveness of the QM implementation factors.

Leaders need to be completely dedicated and supportive of quality management efforts by

creating a vision that inspires their employees to accomplish the organisation’s objectives

(Deming, 1982, p.54; Dale et.al, 2016, p.30). This can be achieved by creating a long-term

clear vision toward quality, covering every aspect of the organisation. This can also be achieved

by setting targets or goals for all employees at all levels and define them. This will act as the

indicators of accomplishment regarding the organisation’s mission (Talib, 2013, p.12)

• Employee Engagement

The senior management in SD could give more consideration to advancing employee

involvement in the decision-making process, and delegation of authority and responsibilities.

This will make all employees feel they have the duty to participate in decision making and

problem solving at the suitable working levels (Dale et.al, 2016, p.24). It is vital that the

employee comprehends the quality requirements of his or her work. Employee engagement is

achievable through high involvement and empowerment of the employee. Quality circles and

suggestion schemes are ways of engaging employees in quality issues (Patro, 2013, p.2693)

• Employee Training

More emphasis should be put on training in QM for employees at all levels, which will

prompt continuous improvement in organisational procedures. To tackle the issue of limited

funding, this can be achieved with the Training with-in industry (TWI) programme which

involves hands on learning on the job (Graupp & Wrona, 2016, p.13). This programme is

believed to eliminate common problems and improve processes, managers or anyone who

has already being trained and directs the work of others, have to take up the job role of a

trainer. (Džubáková & Kopdak, 2015, p.47)

• Reduction in Bureaucratic processes

Management should consider reducing bureaucracy within the system which affects the

completion and delivery times for products and services. Having different individuals or

committees support a decision and different low-level guidelines makes carrying out jobs

slower, more difficult, or both (Patro, 2013, p.2690) It also causes administrative delay which

hinders the achievement of goals and objectives, for individual employees and the organisation

227

as a whole (Mosadeghrad, 2013, p.150). Management can reduce bureaucratic processes by

limiting the number of signatories to applications and shortening the response time for certain

applications or requests to a minimum number of days as possible. This will help to speed up

the process of decision making, save time and increase efficiency within the system (Patro,

2013, p.2691)

• Creating an effective performance measurement system

Some research indicates that some organisations implement a performance measurement

system that is not efficient and produces results that are not to the satisfaction of management

or employees in the organisation (Ridley, 2007, p.32; Mosadeghrad, 2014, p.331). This

inefficiency could be caused by the lack of a clear standard, a lack of clarity on what is being

evaluated or a lack of understanding of feedback (Baker, 2010, p.478). In this study, there was

a concern that measurement is not carried out correctly (see section 4.2.3.8). Measurement

should be viewed as an important aspect of quality improvement; therefore, a validated system

of performance measurement should be introduced in the organisation. It is also recommended

that these measurements are done continually, and feedback should be given to staff to provide

encouragement that things are getting better (Dale et.al, 2016, p.24)

Management of SD should consider creating an effective feedback mechanism which should

be integrated into the system with feedback provided on a regular basis as some research has

indicated that feedback plays an important role in quality improvement in organisations (Dar,

2018, p.852). A feedback system guarantees a comprehensive analysis of the performance of

employees. Employee feedback should give clear indications concerning the performance

accomplished by the employee as well as, the performance that is anticipated. The performance

evaluation of employee should be an assessment of how well an employee is meeting the

performance standards set up by an organisation. Effective feedback should be limited to a

particular number of points that are clearly defined and directly related to responsibilities under

the control of the employee. Giving feedback to employees provides reassurance that there are

signs of improvement (Dale et.al, 2016, p.24).

7.6.2 Recommendations for NR

• Establish a Rewards and Recognition system

Management in NR should consider setting up a suitable reward and recognition system

to suit the needs of the organisation. A clear list of criteria should be outlined defining

the rewards, and these criteria should be known to every employee. Rewards can be

228

given in monetary or non-monetary forms. Non-monetary forms could be in form of a

letter of appreciation, extra leave or opportunity to attend a training course, gifts, prizes

or whatever the employees in the organisation are probably going to appreciate (Nasir,

2015, p.7)

• Employee Training

As suggested for SD, emphasis should also be put on training in QM for employees at all

levels in NR. Senior management in NR should determine the training needs of their

employees systematically and put more emphasis on training in QM for employees at all

levels, which will lead to continuous improvement in their processes.

7.6.3 Recommendations for both organisations

• Culture change- Both organisations should recognise that effective implementation of QM

requires an organisational culture that encourages open communication and employee

involvement to facilitate change and provides the resources necessary for continuous

improvement. QM also needs to be integrated throughout an organisation’s processes and

functions and this requires a change in the culture, behaviour, attitudes and working

practices of employees.

• The Nigerian government should establish an effective information system for the purpose

of data collection. Information gathered from these organisations can provide insights and

direct the government on the needs of the organisations in this sector. QM can only be

implemented when policies are made to create a favourable environment for the


• The Nigerian government needs to take a more central role in encouraging the importance

of QM by taking into consideration the needs of organisations in different sectors such as

training needs. Policies should be made after consultation with organisations in different

industries to make sure that these policies do not have a negative effect on the quality

improvement efforts of the organisation. Where the training needs of a whole industry

cannot be met by local competencies, a policy that prevents the organisation from gaining

such trainings outside the country will affect the quality of products and services of such an

organisation.

• The Nigerian government can also play an important role in creating a quality environment

by stressing the importance of quality for all public sector organisations. This can be

achieved by establishing an annual award for QM. This will raise the awareness of quality

of service in the public sector, encourage continuous improvement and eliminate the fear of

229

change. Examples of such awards include; Public Service Award of Excellence in Canada,

Galing Pook Awards in the Philippines, and the King Abdullah II Awards for Excellence in

Government, in Jordan (World Bank, 2010)

7.7 Chapter Summary

This chapter gives a summary of the novelty of this research and the contributions to

knowledge. The chapter gives a summary of the research carried out, the findings from the

analysis, the contribution of the study to the body of knowledge, the limitations,

recommendations for both case organisations used in this study and also directions for further

studies.

230

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277

APPENDIX 1: Selected Components of the Kaizen Toolkit (Source: Ohno, Ohno, & Uesu (2009, p.3)

Term Explanation

5S 5S is a philosophy for good housekeeping to achieving order, efficiency and

discipline in the workplace. 5S is derived from the Japanese words meaning

Sort, Straighten, Shine, Systematize and Standardise.

Quality Circle This is a small group of workers who collectively find a problem, discuss

alternative remedies, and propose a solution. QCs voluntarily perform

improvement activities within the workplace, as part of a company-wide

program of mutual education, quality control, self-development and

productivity improvement.

Total Quality

Control (TQC)

TQC is an organised activity involving everyone (from managers to

workers) in a totally integrated effort towards kaizen at every level.

Total Quality

Management

(TQM)

TQM represents a number of management practices, philosophies and

methods to improve the way an organization does business, makes its

products, and interacts with its employees and customers. QCC activities

function as an integral part of TQM. TQM evolved from TQC in the late

1980s.

Just-In-Time (JIT)

System

JIT is a production system aimed at eliminating non-value-adding activities of

all kinds and achieving a lean production system flexible enough to

accommodate fluctuations in customer orders.

278

APPENDIX 2: QM implementation in various sectors in Nigeria

Authors Sectors QM Approach

1 Okuntade (2015) Construction TQM

2 Oluseye, Borishade, Adeniyi,

Ezeugwa Chinelo (2014)

Various higher educational

institutions

TQM

3 Ebiringa (2012) Universities TQM

4 Umar (2012) Service TQM

5 Orumwense (2014) Various private sector

organisations

TQM

6 Obi & Oparanma (2018) Manufacturing Quality control

7 Chukwu, Adeghe, Anyasi (2016) Manufacturing TQM

8 Ahaotu & Pathirage (2015) Construction TQM

9 Shulammite & Addah (2013) Manufacturing TQM

10 Awolusi (2013) Service TQM

11 Marire Nwankwo & Agbor (2014) Manufacturing Quality control

12 Ezeani & Ibijola (2017) Manufacturing TQM

13 Monday (2015) Service TQM

14 Sule, Ogbadu, Nafiu (2016) Small and medium enterprises TQM

15 Ozdal & Oyebamiji (2018) Public sector (health sector) TQM

16 Jimoh, Oyewobi, Isa & Waziri (2018) Construction industry TQM

17 Hassan (2014) Service TQM

18 Nwakanma, Ubani, Asiegbu & Ngene

(2014)

Manufacturing TQM

19 Ibidunni, Salau, Falola, Ayeni &

Obunabor (2017).

Telecommunication firms (private

sector)

TQM

20 Okpala (2013) SMEs TQM

21 Babatunde & Victor (2018) Public sector (higher education) TQM

22 Akpan, Amade, Ukwuoma &

Nwoko-Omere (2014)

Public sector TQM

279

23 Alintah-Abel, Okolie, Emoh &Agu

(2018)

Construction industry TQM

24 Adetunji, Adetunji & Falebita (2015) Public organisation (higher

education)

Quality

Assurance

25 Emeje, Ekere, Olayemi, Isimi &

Gamaniel (2019)

Public organisation (government

agency)

TQM

26 Sule, & Amuni (2017) Manufacturing Quality control

27 Olumide, Afolabi, Adeleke (2018) Manufacturing Lean

28 Adamu & Abdulhamid (2015) Construction lean

29 Umude-Igbru & Price (2015) Consulting Lean six Sigma

30 Aigbavboa, & Ohiomah, (2016) Manufacturing lean

31 Emeakponuzo, Eno

& Etim (2018)

Accounting lean

32 Okpala (2013) Accounting lean

33 Okpala (2013) Manufacturing Lean six Sigma

34 Oko & Kang (2015) Public sector (higher education) Lean Six

Sigma

35 Abidakun, Leramo, Ohunakin,

Babarinde & Ekundayo-Osunkoya

(2014)

Manufacturing Six Sigma

36 Okonkwo & Mbachu (2015) Construction Six Sigma

37 Uzorh, Nnanna & Olanrewaju (2018) Manufacturing Lean six Sigma

38 Agina-Obu (2015) Manufacturing Lean six Sigma

39 Ndabako, Bello & Shiyanbade-Iliyasu

(2018)

Banking industry TQM

40 Mojtahedzadeh & Izadi (2013) Agro-allied industry TQM

41 Ejionueme (2015) Public sector TQM

42 Ayandele, Anietie & Akpan (2015)

Manufacturing

Manufacturing TQM

280

APPENDIX 3: Quality Management Implementation Factors

Factors M

anag

emen

t

com

mit

men

t/L

ead

ersh

ip

C

ust

om

er f

ocu

s

T

rain

ing

and

edu

cati

on

E

mp

loy

ee

invo

lvem

ent/

Par

tici

pat

ion

C

om

mu

nic

atio

n

O

rgan

isat

ion

al c

ult

ure

P

erfo

rman

ce m

easu

rem

ent

syst

em

P

artn

ersh

ip w

ith s

upp

lier

In

form

atio

n a

nd

dat

a an

aly

sis

R

eso

urc

e /F

un

din

g/F

inan

ces

P

roce

ss m

anag

emen

t

W

ork

en

vir

on

men

t

S

trat

egic

pla

nn

ing

/ po

licy

C

on

tin

uo

us

imp

rov

emen

t

B

ench

mar

kin

g

O

rgan

isat

ion

al s

tru

ctu

re

V

isio

n a

nd

Pla

n s

tate

men

t

R

eco

gn

itio

n a

nd R

ewar

d

T

eam

wo

rk

O

rgan

isat

ion

al i

nfr

astr

uct

ure

Authors

1

Akpan et.al

(2014) × × × × × × ×

2

Fryer & Ogden

(2014) × × × × × ×

3

Frączkiewicz-

Wronka,

Szołtysek, &

Kotas (2012) × × × × × ×

4

Talib, Rahman

& Qureshi

(2010) × × × × × × × × × ×

5

Sadikoglu &

Olcay (2014) × × × × × ×

6

Haque, Sarwar

& Yasmin

(2013) × × ×

7

Rokke & Yadav

(2012) × × × × × × ×

8

Bajaj, Garg,

Sethi (2018) × × × × × × × × × × × × × × × × × ×

9

Ceno, Vira &

Kourouklis

(2017) × × × × × × × × ×

1

0

Pimentel &

Major (2016) × × × × × × × × ×

1

1 Lakshmi (2019) × × × ×

1

2

Neyestani &

Juanzon, (2016) × × × × × × × × × × × × × ×

1

3

Salleh, Zakuan,

Ariff, Bahari,

Chin,

Sulaiman,

Yatim, Awang

& Saman (2018) × × × × × × ×

1

4

Shafiq., Mirza,

Abid & Naeem

(2014) × × × × × × × × × ×

1

5

Zakuan,,

Muniandy,Mat

Saman,

Ariff, Sulaiman,

and Jalil (2012) × × × × × × ×

1

6

Shibani,

Soetanto &.

Ganjian (2010) × × × × × ×

1

7

Rose, Deros &

Rahman (2014) × × ×

1

8

Deshmukh &

Mukti (2018) × × × × × × × × × ×

281

1

9

Arshida, Tun

Abdul & Agil

(2013) × × × × × ×

2

0

Kundu &

Manohar (2012) × × × × × ×

2

1 Sabry A. (2014) × × × × × × × × × ×

2

2

Bouranta,

Psomas, Suárez-

Barraza, J

aca, (2019) × × × ×

2

3

Bigliardi, &

Galati (2014) × × × × × × × ×

2

4

Gherbal.,

Shibani, Saidani

& Sagoo (2012) × × × × × × ×

2

5 Adeoti (2011) × × × × × ×

2

6

Orumwense

(2014) × × × ×

2

7

Ajmal, Tuomi,

Helo & Sandhu

(2016) × × × × × × × × × × ×

2

8

Kumar, Garg &

Garg × × × × × ×

2

9 Zubair (2013) × × × × × × ×

3

0

Douglas,

Douglas &

Ochieng (2015) × × ×

3

1

Hietscholt,

Reinhardt &

Gurtner (2014) × × × × × × × × × × × ×

3

2

Ibidunni, Salau,

Falola, Ayeni &

Obunabor

(2017). × × × 3

3 Amar (2012) × × × × ×

Total

3

1

2

2

2

5

2

1

1

5

1

8

1

1

1

0 7 9

1

4 1 3

2

0 8 3 1 7

1

4 1

282

APPENDIX 4: Barriers to QM implementation in public sector organisations

Barriers Authors

1 Lack of top management

commitment

Mosadeghrad, (2014), Abdullah et.al (2013);

Hassan & Fan (2016); Suleman & Gul (2015);

Pedersen & Huniche (2010); Maleyeff (2014);

Cătălin et.al (2014); Kosgei (2014); Sajjad &

Syed (2017); Bounabri et.al (2013); Asnan et.al

(2015); Barraza et.al (2009); Anthony (2014)

2 Insufficient resources/facilities

Mosadeghrad, (2014); Hassan & Fan (2016);

Suleman & Gul (2015); Pedersen & Huniche

(2010); Maleyeff (2014); Sajjad & Syed (2017);

Nkang (2012); Abdullah et.al (2013); Asnan

et.al (2015)

3 Inappropriate reward system Abdullah et.al (2013); Mosadeghrad, (2014);

Hassan & Fan (2016); Pedersen & Huniche

(2010); Abdullah et.al (2013);

4 Bureaucracy Mosadeghrad, (2014); Bounabri et.al (2013);

Barraza et.al (2009)

5 Ineffective use or lack of quality

measurement

Sadikoglu & Olcay (2014); Hassan & Fan

(2016); Tuomi, et.al (2013); Anthony (2014)

6 Poor planning Mosadeghrad, (2014); Abdullah et.al (2013);

Suleman & Gul (2015); Suleman & Gul (2015);

Sajjad & Syed (2017); Barraza et.al (2009)

7 Lack of training

Mosadeghrad, (2014); Abdullah et.al (2013);

Ajmal et.al (2016); Hassan & Fan (2016);

Suleman & Gul (2015); Pedersen & Huniche

(2010); Kosgei (2014); Sajjad & Syed (2017);

Bounabri et.al (2013)

8 Resistance of change by the

workforce

Mosadeghrad, (2014); Hassan & Fan (2016);

Pedersen & Huniche (2010); Kosgei (2014);

Bounabri et.al (2013); Asnan et.al (2015)

9 Poor infrastructure Suleman & Gul (2015); Nkang (2012)

10 Competing management priorities. Mosadeghrad, (2014); Maleyeff (2014);

11 Management instability Mosadeghrad, (2014); Maleyeff (2014);

Barraza et.al (2009); Anthony (2014)

283

12 Weak employee commitment and

involvement

Mosadeghrad, (2014); Nkang (2012); Asnan

et.al (2015); Barraza et.al (2009); Anthony

(2014)

13 Inappropriate/lack of organisational

culture change

Mosadeghrad, (2014); Abdullah et.al (2013);


(2010); Bounabri et.al (2013)

14 Poor recognition programme Mosadeghrad, (2014); Abdullah et.al (2013);


(2010);

15 Weak quality improvement structure Mosadeghrad, (2014)

16 Lack of customer focus Mosadeghrad, (2014); Hassan & Fan (2016);

Sajjad & Syed (2017)

17 Inadequate use of and teamwork and

coordination

Mosadeghrad, (2014); Suleman & Gul (2015)

18 Lack of communication Abdullah et.al (2013); Hassan & Fan (2016);

Pedersen & Huniche (2010); Kosgei (2014);

Bounabri et.al (2013); Barraza et.al (2009)

19 Lack of appropriate information

systems

Nkang (2012); Hassan & Fan (2016); Abdullah

et.al (2013);

20 Political interference Anthony (2014)

284

APPENDIX 5: Invitation letter for Questionnaires

Research Student: Jennifer Nguseer Lawal, Operations and Systems Management, University of Portsmouth, Email: [email protected]

First supervisor: Dr Barbara Savage

Operations and Systems Management

University of Portsmouth,

Email: [email protected]

Invitation Letter (Questionnaire)

Study Title: Quality Management Implementation: A Case Study of Nigerian Public Sector

Enterprises

Dear Potential Participant,

I am a PhD student at the University of Portsmouth and I am conducting a research on quality

management implementation in Nigerian Public Sector organisations. The purpose of this

research is to discover the common factors that lead to implementing QM successfully in the

Nigerian public sector environment. The primary aim of this research is to examine the

challenges facing Nigerian public sector organisations and to evaluate the implementation of

Quality Management within these organisations.

I would like to invite you to take part in the research by completing a questionnaire that will

take approximately 15 to 30 minutes.

Although all studies have some degree of risk, having reviewed this study using appropriate

ethical guidelines, there appears to be no known or anticipated risk to your participation in this

study and you will not incur any cost as a result of your participation in this study. Your

participation is voluntary. If at any time during this study, before the data is analysed, you wish

to withdraw your participation, you are free to do so.

All information you provide is considered confidential. Your name will not appear in any

publication or report resulting from this study. Please do not hesitate to contact me via email

([email protected]) if you have any questions prior to your participation or at any

time during the study.

Thank you for reading this letter.

Yours faithfully,

Jennifer N. Lawal

mailto:[email protected]



285

APPENDIX 6: Invitation letter for interviews






Invitation Letter (Interview)


Enterprises.

Dear Potential Participant,

I am a PhD student at the University of Portsmouth and I am conducting a research on Quality

Management (QM) implementation in Nigerian Public Sector Organisations. The purpose of

this research is to discover the common factors that lead to implementing QM successfully in

the Nigerian public sector environment. The primary aim of this research is to examine the

challenges facing Nigerian public sector organisation and to evaluate the implementation of

Quality Management within these organisations.

Therefore, I would like to invite you to take part in the research and speak to you about your

experience with QM practices and its impact on overall performance in your organisation. This

interview will take approximately fifty minutes (50 minutes).

Although all studies have some degree of risk, having reviewed this study using appropriate

ethical guidelines, there appears to be no known or anticipated risk to your participation in this

study and you will not incur any cost as a result of your participation in this study. Your

participation is voluntary. If at any time during this study, before data analysis, you wish to

withdraw your participation, you are free to do so.

All information you provide is considered confidential. Your name will not appear in any

publication or report resulting from this study. Please do not hesitate to contact me via email

([email protected] ) if you have any questions prior to your participation or at any

time during the study.

Thank you for reading this letter.

Yours faithfully,

Jennifer N. Lawal




286

APPENDIX 7: Questionnaire

QUESTIONNAIRE

To help us classify your responses statistically, may I ask you a few questions about

yourself.

1. Gender: Male Female

2. Age: ≤ 20 21-30 31-40 41-50 Over 51

3. Educational level: Secondary School Diploma Bachelor degree

Master degree Doctoral degree

4. Your current position: Senior management Middle management

Lower management Non management

5. Number of years of experience in this organisation: < 5 years 5-10 years 11- 15 years

16-20 years 21-25 years >25 years

6. Please tick (√) in the box that which best reflects your answer where, strongly disagree

indicates that, in your opinion, this is not a challenge you confront with respect to achieving

your set targets and objectives. In contrast, a response of strongly agree indicates that, in your

opinion, this is a major challenge you confront with respect to achieving your set targets and

objectives?

Challenges Strongly

disagree

Disagree Neither agree

or disagree

Agree Strongly

agree

Lack of information flow

from top management is a

challenge.

Delays in the completion of

projects is a challenge.

Changes in projects already

embarked upon is a

challenge.

Abandonment of projects

due to lack of funds is a

challenge.

Inadequate facilities is a

challenge.

Inadequate infrastructure is a

challenge

287

Slow process of decision

making is a challenge

Lack of availability of

modern technology is a

challenge

Lack of innovation and

creativity within the system

is a challenge

If you face other challenges, please specify them here:

7. What type of quality improvement programme do you have within your organisation? Please

tick (√) all that apply

TQM Lean management Six Sigma

Lean Six Sigma Quality control/Quality assurance 5S

Just-In-Time Quality Circles I do not know

Other (please specify)

8. The following statements describe elements that constitute effective Quality Management.

Please tick (√) in the box that which best reflects your answer. Strongly disagree indicates that,

in your opinion, your organisation does not perform well in respect of that element. In contrast,

a response of strongly agree indicates that you believe your organisation performs very well in

that element.

Strongly

disagree

Disagree Neither

agree or

disagree

Agree Strongly

Agree

1 Senior management have clear vision

toward quality, this guides all aspects

of running our organisation.

2 Senior executives are visibly and

explicitly committed to quality.

3 Top management allocates adequate

resources for quality management

efforts.

4 Top management allocates adequate

time for quality management efforts.

288

5 Top managers often discuss the

importance of quality at general

meetings.

6 Top managers support any change

required in structure in order to

promote the new culture.

7 In my organisation, there is

comprehensive identification of

customer needs.

8 In my organisation, there is

alignment of process to satisfy

customer needs.

9 The organisation collects extensive

complaint information from

customers.

10 The extensive complaint information

from customers, are treated with top

priority.

11 The organisation uses customer

surveys and feedback information

from customer services in improving

its processes and services.

12 The organisation encourages

employees to satisfy customers.

13 There is a general policy

development in the organisation.

14 There is effective deployment of

goals in the organisation.

15 There is strategic quality planning of

the long term quality journey.

16 Mission statements cover the whole

organisation.

17 Vision statements cover the whole

organisation.

18 Training in the total quality concept

is given to all employees in the

organisation.

19 Employees are trained to improve

interactive skills (such as

communication skills, effective

meeting skills, and leadership skills).

20 Employees are trained in problem

identification and problem solving

techniques

21 Seminars and workshops in quality

issues are arranged for employees as

part of an ongoing process.

22 Training and education cover all of

the workforce.

23 The organisation encourages

employees to suggest ideas for work

improvement

24 Employees are involved in decision-

making in day-to-day activities

289

25 The organisation‘s goals and policies

are communicated regularly to staff.

26 The organisation implements

employees’ suggestions.

27 Employees are actively involved in

quality-related activities.

28 Employees are encouraged to accept

responsibility for quality.

29 Employees are empowered to

implement quality improvement

efforts.

30 Employees are given the necessary

resources to solve any quality

problems that arise

31 There is recognition for outstanding

performance in the organisation.

32 There is reward for outstanding

performance in the organisation.

33 Employees and/or teams are

recognised for achievements in

quality improvement.

34 There is a communication system

inside the organisation that allows

easy communication between top

management and employees.

35 There is effective inter-

communication between various

levels of the organisation.

36 The organisation uses information

systems to provide high quality data

in order to achieve high quality

customer services.

37 There is emphasis on prevention of

errors rather than their correction.

38 Self– assessment tools are used to

improve performance gaps in the

implementation and effectiveness of

system, process and practice.

39 Benchmarking is used to identify the

best procedures for improvement

from other organisations with similar

interests and goals.

40 Continuous improvement is applied

in all operations.

290

41 Continuous improvement is applied

at all levels.

42 A team approach is taken as a main

feature to solve problems.

43 Problem-solving and continuous

improvement processes are based on

facts and systematic analysis.

44 All employees are trained to look for

continuous improvement in their

daily work.

45 Quality improvement culture spreads

across the organisation’s

departments.

9. Please tick (√) in the box and give your assessment of the extent to which each of the

following is a barrier or not barrier in the process of quality management implementation in

your organisation.

Not a

barrier

Weak

barrier

I do not

know

A

strong

barrier

A very

strong

barrier


commitment to QM implementation.

Lack of training programs relating to

the quality management.

Resistance from employees

Ineffective communication between

the organisation and its customers

Lack of focus on customer

satisfaction.

Lack of commitment to quality

strategy requirements.

Lack of a recognition system.

Lack of a reward system.

Lack of use of quality measurement.

Lack of effective measurement of

quality improvement

Poor organisational communication.

Others (please specify to what extent) ………………………………………………………

Thank you very much for your participation

291

APPENDIX 8: Interview questions

1. Please can you describe your job role in this organisation?

2. Please can you describe what you understand by these terms, quality and quality

management?

3. Please can you describe the challenges you confront in achieving your mandate as an

organisation?

4. Why has quality management been implemented in your organisation?

b. Who started the implementation of quality management within your organisation?

c. What exactly has been implemented?

d. When did you start implementation?

f. How have you implemented quality management?

g. How is implementation measured?

5. What factors have enabled quality management implementation in your organisation?

6. Have there been any delays in implementation? If yes, what are the factors that have

delayed implementation?

b. Are these barriers still there?

7. How successful has quality management implementation been in your organisation?

8. Please describe what evidence you have to show that quality management has been

implemented within your organisation?

292

APPENDIX 9: Consent form Questionnaire

CONSENT FORM (QUESTIONNAIRE)


Enterprises

1. I confirm that I have read and understood the information presented in the invitation letter

for the above study. I have had the opportunity to consider the information, ask questions

and have been answered satisfactorily.

2. I understand that I may withdraw after the data collection and up until the beginning of

the data analysis phase of the research after which no further withdrawal is possible.

3. I understand that data collected during this study, could be requested and looked at by

regulatory authorities. I give my permission for any authority, with a legal right of access,

to view data. Any promises of confidentiality provided by the researcher will be

respected.

4. I consent that any allegations of illegal activity revealed after answering the

questionnaire, may be reported to the law enforcement authority.

5. I understand that the results of this study may be published and / or presented at meetings

or academic conferences. I give my permission for my anonymous data, which does not

identify me, and my contextual information to be disseminated in this way.

6. I agree to the data I contribute being retained for any future research that has been

approved by the Faculty of Business and Law Research Ethics Committee.

7. I consent to verbatim quotes being used in publications; I will not be named, as steps will

be taken to anonymise contextual information.

8. By signing this form, I agree to take part in the above study.

Name of Participant: Date: Signature:






293

APPENDIX 10: Consent form interviews

CONSENT FORM (INTERVIEWS)


Enterprises

1. I confirm that I have read and understood the information presented in the invitation

letter for the above study. I have had the opportunity to consider the information, ask

questions and have been answered satisfactorily.

2. I understand that I may withdraw after the data collection and up until the beginning of

the data analysis phase of the research after which no further withdrawal is possible.

3. I understand that data collected during this study, could be requested and looked at by

regulatory authorities. I give my permission for any authority, with a legal right of

access, to view data. Any promises of confidentiality provided by the researcher will

be respected.

4. I consent that allegations illegal activity revealed during the interview may be reported

to the law enforcement authority.

5. I understand that the results of this study may be published and / or presented at

meetings or academic conferences. I give my permission for my anonymous data,

which does not identify me, and my contextual information to be disseminated in this

way.

6. I agree to the data I contribute being retained for any future research that has been

approved by the Faculty of Business and Law Research Ethics Committee.

7. I consent for my interview to be audio recorded. The recording will be transcribed and

analysed for the purposes of the research. I understand that I will have the opportunity

to check and confirm the accuracy of the transcript.

8. I consent to verbatim quotes being used in publications; I will not be named, as steps will

be taken to anonymise contextual information.






294

9. By signing this form, I agree to take part in the above study.

Name of Participant: Date: Signature:

295

APPENDIX 11: Cumulative Percentage of Variance and Kaiser’s rule tables from SPSS

Table 4.4 Cumulative Percentage of Variance and Kaiser’s rule (Eigenvalue > 1) (Source: The Author)



of Squared

Loadings


1 22.451 49.891 49.891 16.660

2 4.621 10.269 60.160 13.951

3 2.017 4.483 64.643 13.139

4 1.811 4.024 68.668 13.007

5 1.383 3.073 71.741 15.065

6 1.264 2.809 74.550 11.240

7 1.086 2.414 76.964 3.369

8 .994 2.210 79.174

9 .843 1.873 81.047

10 .725 1.610 82.657

11 .699 1.553 84.210

12 .688 1.529 85.740

13 .602 1.337 87.076

14 .594 1.319 88.396

15 .498 1.107 89.503

16 .431 .958 90.461

17 .410 .912 91.373

18 .383 .850 92.223

19 .336 .747 92.970

20 .316 .703 93.673

21 .272 .603 94.276

22 .256 .568 94.844

23 .247 .549 95.393

24 .211 .469 95.863

25 .193 .428 96.291

26 .187 .417 96.707

27 .177 .394 97.101

28 .161 .359 97.460

29 .138 .307 97.766

30 .129 .286 98.052

296

31 .127 .283 98.335

32 .103 .229 98.564

33 .099 .220 98.784

34 .093 .206 98.991

35 .080 .177 99.168

36 .071 .159 99.326

37 .063 .140 99.467

38 .053 .118 99.585

39 .041 .092 99.677

40 .041 .091 99.768

41 .035 .079 99.846

42 .026 .057 99.903

43 .023 .051 99.954

44 .012 .026 99.980

45 .009 .020 100.000

Extraction Method: Principal Component Analysis.

Table 4.8: Cumulative Percentage of Variance and Kaiser’s rule (Eigenvalue > 1) (Source: The Author)



of Squared

Loadingsa


1 6.008 50.063 50.063 5.537

2 1.810 15.083 65.145 3.615

3 1.281 10.678 75.823 3.091

4 .627 5.224 81.047

5 .548 4.569 85.617

6 .444 3.696 89.313

7 .383 3.190 92.503

8 .289 2.406 94.909

9 .215 1.790 96.700

10 .174 1.453 98.152

11 .150 1.249 99.401

12 .072 .599 100.000

297




of Squared

Loadings


1 16.677 37.059 37.059 9.740

2 5.533 12.295 49.354 9.690

3 3.173 7.052 56.406 9.936

4 2.837 6.305 62.711 7.699

5 2.541 5.647 68.357 6.175

6 1.818 4.040 72.398 5.504

7 1.765 3.923 76.321 5.520

8 1.389 3.086 79.407 3.338

9 1.016 2.258 81.665 5.261

10 .996 2.213 83.878

11 .860 1.911 85.789

12 .767 1.705 87.494

13 .694 1.543 89.037

14 .554 1.232 90.269

15 .497 1.104 91.373

16 .430 .955 92.328

17 .397 .883 93.211

18 .370 .821 94.032

19 .324 .719 94.751

20 .284 .631 95.382

21 .281 .625 96.007

22 .243 .540 96.547

23 .215 .477 97.024

24 .190 .422 97.446

25 .154 .343 97.789

298

26 .132 .294 98.083

27 .127 .282 98.365

28 .121 .268 98.633

29 .093 .206 98.839

30 .089 .197 99.036

31 .078 .174 99.210

32 .069 .153 99.363

33 .055 .122 99.485

34 .049 .110 99.595

35 .046 .102 99.697

36 .038 .084 99.781

37 .026 .057 99.838

38 .021 .047 99.885

39 .018 .039 99.924

40 .010 .023 99.947

41 .009 .020 99.967

42 .007 .017 99.984

43 .004 .009 99.992

44 .002 .005 99.997

45 .001 .003 100.000

Table 5.7 Cumulative Percentage of Variance and Kaiser’s rule (Eigenvalue > 1) (Source: the Author)



of Squared

Loadings


1 3.113 44.475 44.475 2.772

2 1.675 23.927 68.401 2.072

3 1.091 15.592 83.993 1.950

4 .411 5.867 89.860

299

5 .338 4.823 94.683

6 .202 2.884 97.567

7 .170 2.433 100.000




of Squared

Loadings


1 19.806 44.013 44.013 15.041

2 4.201 9.335 53.348 13.330

3 2.321 5.158 58.506 14.877

4 2.042 4.537 63.044 6.401

5 1.770 3.933 66.976 9.484

6 1.447 3.216 70.193 11.659

7 1.265 2.812 73.005 6.567

8 1.030 2.290 75.294 1.933

9 .944 2.098 77.392

10 .837 1.859 79.251

11 .719 1.599 80.850

12 .677 1.504 82.355

13 .641 1.424 83.778

14 .612 1.361 85.139

15 .564 1.254 86.393

16 .533 1.185 87.578

17 .434 .964 88.542

18 .423 .941 89.483

19 .388 .863 90.346

20 .385 .856 91.202

21 .331 .736 91.938

22 .314 .697 92.636

23 .299 .665 93.300

24 .287 .637 93.937

25 .256 .568 94.506

26 .228 .507 95.013

300

27 .225 .501 95.513

28 .211 .469 95.982

29 .184 .410 96.392

30 .174 .386 96.778

31 .162 .359 97.137

32 .154 .343 97.481

33 .144 .320 97.801

34 .124 .276 98.077

35 .119 .265 98.342

36 .108 .241 98.584

37 .103 .230 98.813

38 .100 .222 99.036

39 .085 .190 99.225

40 .071 .157 99.383

41 .070 .155 99.537

42 .065 .143 99.681

43 .053 .119 99.800

44 .048 .107 99.907

45 .042 .093 100.000




of Squared

Loadings


1 12.995 43.316 43.316 9.119

2 2.552 8.507 51.823 9.073

3 2.044 6.813 58.636 8.457

4 1.674 5.579 64.215 6.296

5 1.428 4.760 68.975 6.594

6 1.199 3.998 72.973 5.475

7 1.138 3.793 76.767 4.574

8 .715 2.384 79.151

9 .659 2.196 81.347

10 .626 2.086 83.433

11 .526 1.752 85.185

12 .505 1.682 86.867

13 .435 1.450 88.317

301

14 .400 1.333 89.650

15 .374 1.247 90.897

16 .335 1.118 92.015

17 .309 1.029 93.044

18 .267 .891 93.935

19 .264 .880 94.815

20 .238 .794 95.609

21 .203 .677 96.286

22 .186 .620 96.906

23 .162 .541 97.447

24 .155 .517 97.963

25 .141 .469 98.433

26 .134 .446 98.879

27 .105 .350 99.229

28 .091 .302 99.531

29 .075 .250 99.781

30 .066 .219 100.000

302

Appendix 12: Coding Template

Themes/ Sub-themes Codes

1. Organization type

a. Research and development

b. Satellite manufacture

c. Satellite products and services

2. Job role a. Technical

b. Administrative

c. Customer service

3. Challenges (external obstacles)

preventing QM implementation

a. Lack of facilities

b. Inadequate infrastructure

c. Insufficient staff

d. Lack of local competency in the industry

e. Lack of awareness of products and services provided

by the organisation

f. Government policy (budget)

g. Government policy (employment)

h. Government policy (training)

i. Inadequate funds

j. Mismanagement of funds

4. Quality concept a. Value for money

b. Customer focus

c. Using minimum amount of resources to get maximum

output every time.

d. Availability of service

e. Continuity

f. Global practice

g. Cooperate strategy

h. Commitment to doing things the right way, anywhere

and anytime.

i. Putting processes in place to ensure the right things are

done

5. Reasons for QM implementation a. To show seriousness

b. Benchmarking

c. Competition

d. An organ of the government carrying out government

instructions

e. Having a unified way of communication and a unified

way of getting output with the larger government body

f. To avoid isolation

g. increase productivity

h. replacing an inefficient process

303

6.Ways quality management has been

implementation

a. Service level agreement

b. monitoring and evaluation of the system

c. feedback within the system

d. hourly, daily and weekly report writing

e. performance measurement

f. internal and external audits

g. review meetings

h. partnership with customers

i. extended work hours to increase productivity

j. creating an organogram

k. clearly defining job roles and responsibilities

l. further training in areas beneficial to the organization

m. quarterly evaluation

7 Enablers of quality management

implementation

a. Organisational culture

b. Good leadership

c. employee engagement

d. good communication

e. monitory reward

8.Barriers (internal obstacles) to

quality management implementation

a. lack of top management commitment

b. lack of training

c. human factor

d. Favouritism

e. Bureaucracy

f. Responsibility without authority

g. Evaluation process not validated

h. No feedback system in place

i. Not focusing on all the objectives of the organization

9.Benefits of implementation of QM a. increase in awarded contracts

b. increased customer base

c. efficient process in place

10Suggested ways improvement a. Structure the organization

b. Set targets

c. Define the output

d. Have a clear vision

304

APPENDIX 13: Form UPR16

FORM UPR16

Research Ethics Review Checklist

Please include this completed form as an appendix to

your thesis (see the Research Degrees Operational

Handbook for more information

Postgraduate Research Student (PGRS) Information

Student ID:

759546

PGRS Name:

Jennifer Nguseer L awal

Department:

Operations

and Systems

Management

First Supervisor:

Debbie Reed

Start Date:

(or progression date for Prof Doc students)

1/2/2016

Study Mode and Route:

Part-time

Full-time

√

MPhil

PhD

√

MD

Professional

Doctorate

Title of Thesis:

Quality Management Implementation: A Case Study of Nigerian

Public Sector Organisations.

Thesis Word

Count:

(excluding ancillary

data)

74,581

305

If you are unsure about any of the following, please contact the local representative on your Faculty

Ethics Committee for advice. Please note that it is your responsibility to follow the University’s

Ethics Policy and any relevant University, academic or professional guidelines in the conduct of

your study

Although the Ethics Committee may have given your study a favourable opinion, the final

responsibility for the ethical conduct of this work lies with the researcher(s).

UKRIO Finished Research Checklist:

(If you would like to know more about the checklist, please see your Faculty or Departmental Ethics

Committee rep or see the online version of the full checklist at: http://www.ukrio.org/what-we-do/code-

of-practice-for-research/)

a) Have all of your research and findings been reported accurately, honestly and within a reasonable time frame?

YES

NO

√

b) Have all contributions to knowledge been acknowledged?

YES

NO

√

c) Have you complied with all agreements relating to intellectual property, publication and authorship?

YES

NO

√

d) Has your research data been retained in a secure and accessible form and will it remain so for the required duration?

YES

NO

√

e) Does your research comply with all legal, ethical, and contractual requirements?

YES

NO

√

Candidate Statement:

I have considered the ethical dimensions of the above named research project, and have

successfully obtained the necessary ethical approval(s)

http://www.ukrio.org/what-we-do/code-of-practice-for-research/

http://www.ukrio.org/what-we-do/code-of-practice-for-research/

306

Ethical review number(s) from Faculty Ethics Committee (or

from NRES/SCREC):

E496

If you have not submitted your work for ethical review, and/or you have answered ‘No’ to

one or more of questions a) to e), please explain below why this is so:

Signed

(PGRS):

Date: 3/02/2020

307

APPENDIX 14: Ethics Committee Approval

15 May 2018 Jennifer Lawal PhD Student Faculty of Business and Law

Dear Jennifer

Study Title: Quality Management Implementation: A Case study of Nigerian

Public Sector Enterprises

Ethics Committee reference: E496

Thank you for submitting your amendment documents for ethical review. The Ethics Committee was content to grant a favourable ethical opinion on the basis described in the application form, protocol and supporting documentation, with the following stipulation:

The favourable opinion of the EC does not grant permission or approval to undertake the research. Management permission or approval must be obtained from any host organisation, including University of Portsmouth, prior to the start of the study.

The Committee did make one suggestion which you may choose to consider:

On the three consent sheets in relation to the point about the possibility that allegations of illegal activity may be reported, the word 'consent' could be changed to 'understand' or 'am aware'. If choosing to make this change, please remit these forms for the Committee’s records at your convenience

Yours sincerely,

BAL Faculty Ethics Ctte

Summary of any ethical considerations:

308

Documents reviewed

The documents reviewed by Caroline Cox [LCM] + BaL Ethics Committee

Document Date Version No.

Application Form 20/03/18 1

Invitation Letter 20/03/18 1

Consent Form 20/03/18 1

Supervisor Email Confirming

Application

20/03/18 1

Interview Questions / Topic List 20/03/18 1

Questionnaire 20/03/18 1

Risk Assessment Form 20/03/18 1

Participant Information

Sheet(s)

9/04/18 1

Focus Group Rules 9/04/18 1

Statement of compliance

The Committee is constituted in accordance with the Governance Arrangements set out by

the University of Portsmouth.

After ethical review

Reporting and other requirements

The attached document acts as a reminder that research should be conducted with integrity

and gives detailed guidance on reporting requirements for studies with a favourable opinion,

including:

• Notifying substantial amendments

• Notification of serious breaches of the protocol

• Progress reports

• Notifying the end of the study

309

Feedback

You are invited to give your view of the service that you have received from the Faculty

Ethics Committee. If you wish to make your views known please contact the administrator,

Christopher Martin.

Please quote this number on all correspondence: E496

Yours sincerely and wishing you every success in your research

Chair

Email:

Enclosures:

“After ethical review – guidance for researchers”

Copy to: Barbara Savage

310

Appendix 1

After ethical review – guidance for researchers

This document sets out important guidance for researchers with a favourable opinion from a

University of Portsmouth Ethics Committee. Please read the guidance carefully. A failure to

follow the guidance could lead to the committee reviewing and possibly revoking its opinion

on the research.

It is assumed that the research will commence within 3 months of the date of the favourable

ethical opinion or the start date stated in the application, whichever is the latest.

The research must not commence until the researcher has obtained any necessary

management permissions or approvals – this is particularly pertinent in cases of research

hosted by external organisations. The appropriate head of department should be aware of a

member of staff’s research plans.

If it is proposed to extend the duration of the study beyond that stated in the application, the

Ethics Committee must be informed.

If the research extends beyond a year then an annual progress report must be submitted to

the Ethics Committee.

When the study has been completed the Ethics Committee must be notified.

Any proposed substantial amendments must be submitted to the Ethics Committee for

review. A substantial amendment is any amendment to the terms of the application for

ethical review, or to the protocol or other supporting documentation approved by the

Committee that is likely to affect to a significant degree:

(a) the safety or physical or mental integrity of participants

(b) the scientific value of the study

(c) the conduct or management of the study.

A substantial amendment should not be implemented until a favourable ethical opinion has

been given by the Committee.

Researchers are reminded of the University’s commitments as stated in the Concordat to

Support Research Integrity viz:

http://www.universitiesuk.ac.uk/highereducation/Documents/2012/TheConcordatToSupportResearchIntegrity.pdf

http://www.universitiesuk.ac.uk/highereducation/Documents/2012/TheConcordatToSupportResearchIntegrity.pdf

311

• maintaining the highest standards of rigour and integrity in all aspects of research

• ensuring that research is conducted according to appropriate ethical, legal and

professional frameworks, obligations and standards

• supporting a research environment that is underpinned by a culture of integrity and

based on good governance, best practice and support for the development of

researchers

• using transparent, robust and fair processes to deal with allegations of research

misconduct should they arise

• working together to strengthen the integrity of research and to reviewing progress

regularly and openly

In ensuring that it meets these commitments the University has adopted the UKRIO Code of

Practice for Research. Any breach of this code may be considered as misconduct and may

be investigated following the University Procedure for the Investigation of Allegations of

Misconduct in Research.

Researchers are advised to use the UKRIO checklist as a simple guide to integrity.

http://www.ukrio.org/publications/code-of-practice-for-research/

http://www.ukrio.org/publications/code-of-practice-for-research/

http://www.port.ac.uk/accesstoinformation/policies/researchandknowledgetransferservices/filetodownload,180225,en.pdf

http://www.port.ac.uk/accesstoinformation/policies/researchandknowledgetransferservices/filetodownload,180225,en.pdf

http://www.ukrio.org/wp-content/uploads/UKRIO-Recommended-Checklist-for-Researchers.pdf